Project Management P a g e | 0

Project
Management
NAME: CHATURA JAYASANKA ATUKORALA.
ASSIGNMENT
This Assignment consists of TWO Parts
PART- A
Projects differ in size, complexity and type. However all projects have one thing in common.
They require some form of structuring to be managed efficiently and effectively.
Therefore all Projects require a certain level of management expertise to be applied.
anagement is employed so that efficient and effective control is achieved, within the
overarching aim of satisfying the client!s needs through the project.
The responsibilities given to Project anagers are flexible and independent on their role and
function on a particular project. This tends to be contrast with "ngineers whose roles are more
clearly defined.
TASKS
#. $escribe Project anagement within the %onstruction &ndustry. 'P.1.1)
(. "valuate the role and wor) of a Project anager within the construction industry. 'P.1.)
*. %ompare the role of Project anagement in construction with that in other industries. !P.1.")
+. $escribe the )ey characteristics of a Project anager. 'P..1,
-. "xplain the type of education, training and occupational standards that are required by Project
anagers '.)
.. %ompare the advantages and disadvantages of using internal teams or external consultants as
Project anagers and evaluate the benefits to the client. !P..")
#. /nalyze the duties and responsibilities of Project anagers. 'P.".1)
Project Management P a g e | 1
PART-$
The %onstruction &ndustry is changing due to technical development, organizational and legal
changes plus the client!s focusing on business improvement. The objective of the construction
process is to produce good quality construction products that /rchitecturally, 0unctionally, and
environmentally operative with in an agreed time and cost. %onstruction process aims to
achieve these objectives in the effective way without unnessacery use of resources.
There are several means of achieving these objectives and one such means mean is Project
anagement focusing on 1ean Production, inimizing g bureaucracy and developing 2ench
ar)s and 3P& for construction.
TASKS
#. $efine contractual implications of using Project managers. 'P.".)
(. %ompare the relationship of Project anagers with design and production teams. 'P.".")
*. $escribe the role of clients in the project management process and the advantages of them
using Project anagers to secure main objectives. 'P.+.#,
+. "valuate the ways in which quality and standards are improving in the construction industry
and influence of clients in the process. !P.%.)
&. $escribe the reasons why the construction industry is changing and will continue to change in
the foreseeable future. !P.&.1)
.. "xplain the concept of best practice of Project anagement and its use to develop 2ench
ar) and 3P&!s in the construction industry. !P.&.)
4. "valuate the ways to how the Project anager is able to add5value to the construction
process. !P.&.")
Project Management P a g e | 2
PART-A
1. 'escri(e Pro)ect Management *ithin the +onstr,ction In-,str..
%onstruction project management is the action of planning and organizing the resources
belongs to organization to achieve various tas)s in a construction project. &t is performed by
individuals )nown as project managers, who represent the builder or contractor hired to perform
the wor). %onstruction project management is a complex tas) that changes dramatically from
project to project. "mployees wor)ing in this field will find that the requirements and processes
of management will constantly shift depending on the specifics and type of the project.
/ project manager will help define the goals and objectives of the project, determine when the
various project components are to be completed and by whom, and create quality control chec)s
to ensure that completed components meet a certain standard. . He may perform estimates for
the wor), select subcontractors, write contracts and act as a coordinator among various trades as
the job progresses. The project manager must also protect the interests of his employer by
maximizing profit and )eeping costs under control
Project management also )nown as change management, "ach and every project has deferent
types of activities and deferent types of plans with specific time duration, budget and quality,
6hile wor)ing in the project may be one of specific activity will be delayed and it might effect
to the whole project. $ue to that case project manager has to ta)e necessary action to achieve
goals on time that means he has to change all the plans and direct the project to the proper trac).
Project anagement 2asics
&t is not depend of the project type as it is applicable for all the )ind of projects.
#. $efinition
(. Planning
*. "xecution
+. %ontrol
-. %losure
'efining the Pro)ect
&n this stage the project manager defines what the project is and what the consumer!s
expectation to achieve by underta)ing the project. This phase also includes a list of project
deliverables, the outcome of a specific set of activities. The project manager wor)s with the
investors or representative of investor or clients who wants to have the project implemented and
other people those who have an owned interest in the outcome of the project.
Project Management P a g e | 3
P/anning the Pro)ect
$efine all project activities. &n this stage, the project manager lists all activities or tas)s, how
the tas)s are related, how long each tas) will ta)e, and how each tas)s is tied to a specific
deadlines using deferent )ind of tools techniques such as 7 Project, 2at chart, 8ant chart
The project manager has to find out relationship between each and every activity and find out
chain activities then prepare plan 2 for the each chin activity as if first activity dot delay the
automatically next activity will be delayed. To overcome this issue project manager has to have
plan 2 for each and every activity, also the project manager can set milestones, dates by which
important aspects of the project need to be met.
&n this stage project manager has to identify required resources for implementation. 2asically
-s.
#. an power
(. achinery
*. oney
+. ethod
-. aterials
/s well as any other requirements that are necessary for completing the project. The project
manager will also need to manage assumptions and ris)s related to the project. The project
manager will also want to identify project constraints. %onstraints typically relate to schedule,
resources, budget, and scope. / change in one constraint will typically affect the other
constraints. 0or example, a budget constraint may affect the number of people who can wor) on
the project, thereby imposing a resource constraint. 1i)ewise, if additional features are added as
part of project scope, that could affect scheduling, resources, and budget.
E0ec,ting the Pro)ect
/ppoint the project team with required resources to completion of the project in the allocated
time period within estimated cost and required quality. 9ow the wor) of the project begins.
+ontro//ing the Pro)ect
The project manager is the person who has to update status of the project to the representative
of the client or investors there for he has to update the project plans to reflect actual time
elapsed for each tas). 2y )eeping up with the details of progress, the project manager is able to
understand how well the project is progressing overall using tools such as icrosoft Project .
+/os,re of the Pro)ect
&n this stage, the project manager and investors draw off mutually the project team and those
people who have an interest in the result of the project to analyze the final outcome of the
project.
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Time1 Mone.1 Sco2e
%onstantly, people refer to project management as having three components: time, money, and
scope. ;educing or increasing any one of the three will probably have an impact on the other
two.
"xample: 5 7chool building project
Project duration 5 + years
7cope: + story building
%ost: #< illions
&f client need this building within two years, project manager has to increase labor force that
means it automatically affect to the cost also as contractor has to pay for people who brought as
per the new requirement.
Then school building project will become
Project duration: ( years = as per the request.
7cope: + story building.
%ost: #( illions.
Pro)ect Portfo/io Management
;ecent trends in project management include project portfolio management 'PP,. PP is a
move by organizations to get control over plentiful projects by evaluating how well each project
aligns with tactical goals and quantifying its value. /n organization will naturally be wor)ing on
several projects, each ensuing in potentially reverse amounts of return or value. The company or
agency may decide to eliminate those projects with a lower return in order to dedicate greater
resources to the remaining projects or in order to defend the projects with the highest return or
value.
Project Management P a g e | 5
Pro)ect 3ifec.c/e $iagram
. E4a/,ate the ro/e an- *or5 of a Pro)ect Manager *ithin the constr,ction in-,str..
/ project manager is the person who has the overall responsibility for the successful
initiation, planning, design, execution, monitoring, controlling and closure of a project. The job
title is used in many different industries that produce products and services.
The project manager must have a combination of s)ills including an ability to as) negotiations,
sharp questions, detect unstated assumptions and resolve conflicts, as well as better contact of
material suppliers and contractor.
ain wor) of project manager is the recognition that ris) openly impacts the probability of
success and that this ris) must be both formally and informally measured throughout the
lifetime of the project.
;is) is the most important part of project manager!s responsibilities as if it is high ris)y job he
has to manage project team and get correct dictions at right time. Project manager has to have
capacity to appoint suitable project team according to the requirement then they will overcome
issues and achieve the goal with minimized ris) and more benefits. The successful project
manager is the one who focuses on this as the main concern. ost of the issues that impact a
project arise in one5way or another from ris). / good project manager can lessen ris)
considerably, often by adhering to a policy of open communication, ensuring every significant
contributor has an opportunity to intensive mind and concerns.
Project managers used to use project management software, such as icrosoft Project, to
organize their tas)s, wor)force, allocate time and allocate machineries right on time to required
areas. These software pac)ages allow project managers to produce reports and charts in a few
minutes, compared with the several hours it can ta)e if they do it manually.
Project anager has to have strong technical s)ills so that his team members do not lose
confidence in him or do not fool him in technical aspects of the project. /lthough he doesn!t
have to do much of the technical wor) with his own hands but still having those s)ills to
understand how his team members are doing and whether they are in the right direction, is very
important during development and implementation.
/ good H; manager, to manage his team, needs to have strong interpersonal s)ills so that he is
able to maintain a cohesive team who wor)s in collaboration. He has to be a strong bonding
agent in his team and the other teams wor)ing on the project.
Project anager should be a strong estimator, a proactive in this regard. He should be able to
estimate the progress of each individual, the s)ills of each member, the abilities, and the show
stoppers during the project, the customer delays or any other activity where estimation is
required.
Project anager should have excellent presentation s)ills as he is the person who is the window
between the customer and his organization. To update, convince and win the customer about the
progress of software development, the progress of implementation and the completion of project
i.e. sign off from customer at various stages. The project manager has to sell himself by having
marvelous presentation s)ills.
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Ro/es an- Res2onsi(i/ities of Pro)ect Manger
The role of the project manager encompasses many activities including:
Planning and $efining 7cope
/ctivity Planning and 7equencing
;esource Planning
$eveloping 7chedules
6or)ing with >endors
Time "stimating
%ost "stimating
$eveloping a 2udget
2usiness Partnering
$ocumentation
onitoring and ;eporting Progress
;is) /nalysis
anaging ;is)s and &ssues
Team 1eadership
7trategic &nfluencing
7calability, &nteroperability and Portability /nalysis
2enefits realization
/s project manager the technical s)ills are not sufficient there for to progress the project
He has to show his leader ship as well, he has to be effective in his role that is:
1eadership.
Team building.
otivation.
%ommunication.
&nfluencing.
$ecision ma)ing.
Political and cultural awareness.
9egotiation.
/nd other s)ills that are important for individuals leading project teams include:
%oaching.
%onflict management.
Project Management P a g e | 7
$eveloping? motivating? inspiring others.
Time management? priority setting.
Problem solving.
Presentation s)ills.
"stablishing goals? delegating.
These interpersonal and leadership s)ills are needed to effectively manage the project.
0or success full project management he needs to comes down his ability to do few )ey
Things really well.
%ommunicate
@rganize
;esolve &ssues? a)e decisions
/ppointing the good team.
Ro/e of +onstr,ction Pro)ect Manager
Project manager need to plan, direct, coordinate, and budget a wide variety of the
Particular project.
Project manager need to deal with client, engineers, architects, and other people who are
involving the process and supervise the planning, scheduling, and implementation of
project from conceptual stage up to finishing stage.
$etermine the best way to get materials to the building site and the most cost effective
plan and schedule for completing the project.
$ivide all required construction site activities into logical steps, estimating and
2udgeting the time required to meet established deadlines.
$etermine the labour requirements of the project and, in some cases, supervise or
onitor the hiring and dismissal of wor)ers.
@versee the performance of all contractors and are accountable for ensuring
That all wor) is completed on allocated time if not change the plan and get project bac)
to the trac).
6or)ing out of a main office or out of a field office at the construction site, Project
anager monitors the overall construction project.
anage the construction schedule in an effective and efficient manner. This is
%rucial as any delays in the project may cause a substantial amount of money and
review the entire project on a daily basis to ensure that the wor) is being done as it
scheduled.
*. +om2are the ro/e of Pro)ect Management in constr,ction *ith that in other in-,stries.
Project anagement in construction
%onstruction Project management is the planning, control and coordination of a project from
concept ion to completion 'including commissioning, on behalf of client. &t is concerned with
the identification of the client!s objectives in terms of utility, function, quality, time and cost,
and the client!s objectives in terms of value, role, quality, time and cost and the establishment of
relationships between resources. The integration, monitoring and control of the contributions to
Project Management P a g e | 8
the project and their output, and the evaluation and selection of the contributions to the project
and their output, and the evolution and selection of alternatives in pursuit of the client!s
satisfaction with the project outcome are fundamental aspects of project management.
%onsidering the significance of Project anagement, there are many areas in which the
principles, techniques and methods related to it are applied in daily life for the completion of
projects. This application also includes the %onstruction industry where the importance of
Project anagement is immense and its techniques and methods form project planning,
scheduling and monitoring are used in order to ensure the success of construction projects. /s
these projects can sometimes be rather complex, these techniques can help with the
simplification in the planning and scheduling stage and to )eep trac) of the status of the various
activities that are parts of the entire project.
6hen construction projects are introduced and decided upon being started, there is an
investment that needs to go into these construction projects. &n return of this, there is a certain
value that they are expected to create and a return that is expected on the investment. The
budget, scope and the expected return from the construction project are important
There are several challenges facing toda in the constr!ction trade " a
constr!ction #anager. These challenges are a direct res!lt of constr!ction
o$erations. These n!#"ers of challenges are not constr!ction iss!es "!t
#!st "e address and #anage " the %ro&ect #anager to ens!re and $ro&ect
to get s!ccess.
%onsiderations for a project manager because the completion of the construction project has a
direct impact on all these factors.
/s discussed in previous question role of the construction project management is deferent than
other industries project management.
;ole of Pencil anufacturing Project anager
0ind out customer!s requirement.
The factory manager ma)es sure the product is meeting the level of quality demanded by
the customer, and must investigate the root cause if quality is not met and procure a
solution.
a)es sure new policies and programs are being followed and must provide training to
meet better requirements demanded by customers.
"nsure timely implementation of production schedules.
He oversees the safety standards and ensures that employees understand safety rules and
regulations.
Plan oversees the implementation of projects, ma)ing sure that they stay within the
stipulated budget.
/lso attends both internal meetings and customer meetings and ma)es sure that
implementation of services is geared towards customer satisfaction.
9eeds to see that the safety standards are being maintained and those wor)ers are
abiding wor)place safety rules.
1eading and coordinating plant programs to improve and ensure the consistency and
quality of the raw materials and finished products.
$evelop, recommend, implement and maintain sound process control strategies and
finished product quality inspection.
+ommon 2ro2erties of 2ro)ect management ro/e
Project Management P a g e | 9
Planning and $efining 7cope
/ctivity Planning, Portability /nalysis and 7equencing
$eveloping 7chedules
Team 1eadership
anaging ;is)s and &ssues
anaging ;is)s and &ssues
%ost "stimating
$eveloping a 2udget
onitoring and ;eporting Progress
7trategic &nfluencing
2usiness Partnering
%ontrolling Auality of project
+. 'escri(e the 5e. characteristics of a Pro)ect Manager.
Project
Time, %ost and 7cope all together will complete main requirements to call project, all the
projects should have specific time duration and estimated cost within the wor) scope.
"xample = %onstruct of a school building
Time duration: ( B years
7cope of the wor): Two story building for *<< students
"stimated %ost: C< illions
/ project is a wor) stab made over a finite phase of time with a start and a end to build a unique
product or chec) or upshot. 7ince a project has a start and a finish, it is also called a temporary
effort or endeavor. &n other words, a project is a temporary endeavor ta)en to create a unique
product, service or result. To reach above achievements, the project manager should consist with
special s)ills and some of )ey personal characteristics.
3ey Personal %haracteristics of a Project anager
&. 0lexibility and adaptability.
&&. Proactive initiatives toward leadership and initiative.
&&&. /ggressiveness, confidence, persuasiveness, and well honed communications s)ills.
&>. 2road personal interests.
>. /mbition, activity based behavior, forcefulness.
>&. Poise, enthusiasm, imagination, spontaneity.
>&&. /ble to balance technical solutions with time, cost, and human factors.
>&&&. 6ell organized and disciplined.
&D. /ble and willing to devote most of their time to planning and controlling.
D. /ble to identify the root cause of problems.
D&. 6illing to ma)e decisions.
Project Management P a g e | 10
School building project
D&&. >ery good time management s)ills.
Project anager 7)ills
&. Holistic thin)ing and decision ma)ing processes.
&&. Esing a system?process approach to leading.
&&&. 2eing flexible, adaptable, open minded.
&>. 8ood listener willing to silicate information from the entire organization.
>. /bility to set and balance priorities.
>&. %ross cultural abilities = the understanding, )nowledge and ability to lead.
>&&. &nterpersonal, team and people s)ills including conflict management s)ills.
2road based 7)ills required for successful project management:
&. 7)ills in project management methods and tools.
&&. Team and people s)ills.
&&&. Technical 'specialized discipline, s)ills.
&>. 2asic business and leadership s)ills.
The Project manger should consider several areas to achieve his tas)sF
A Goo- Sense of Organi6ation
9ot every project is going to involve a busload of team members and an eye5watering budget.
The same sorts of rules can be applied to every project though, and if he can run a small project
in an organized manner, than a big one shouldn!t be a problem either. Personally he li)es to ta)e
advantage of the free time which is often available at the start of a project to get all of the
templates set upF system folders organized and team members wor)ing together. There will
always be really hectic moments and not so busy times in any sort of project and an excellent
project manager )nows how to deal with both of these situations without losing focus.
Kno*s 7o* to Get Peo2/e Moti4ate-
This is a really difficult s)ill or personality trait to define. & have seen project managers who
love to have a jo)e with their team and others who measure every word carefully to ensure the
maximum effect. & guess that it comes down to two things in the endF the manager!s own
personality and the ma)eup of the team. /s every project team is different he can!t just use
exactly the same approach each time. 7ometimes he might want to give people more
responsibility while other times you will want to reward their hard wor) or really stretch them
to get the best results.
Kno*s 7o* to +omm,nicate
/s a project manager he needs to be able to explain his needs and his decisions to a wide
variety of sta)eholders. $epending upon the project in question this could mean switching
between spea)ing to a highly technical sta)eholder and someone who loo)s at things from a
strictly business point of view. These people need a different approach and if he can
communicate with both of them equally well he is on the way to a successful conclusion.
Project Management P a g e | 11
On Acti4it. 'e/a.s
@n the delays project manager has to change plans and ma)e project to correct trac). This case
)nown as change management. Planning, scheduling, and control is the way of preparing a plan
that meets the completion date, scheduling is the individual tas) to give support to the plan and
it should report progress against the schedule. The aim of planning scheduling and controlling
shows the project manager at all time during the construction. He should consider several areas
to achieve his tas) during the project to complete on time without facing any delay. &f it faces
any delay he has to increase labor force or number of machinery to achieve the goals.
7tatus of the project, precisely where the wor) stands, and where it should stand.
0ind out issue and solve the issue using appropriate method.
The cost of correcting delays, compared to the cost of drag out that will otherwise
/ccrue.
The impact of delay and difficulties which occurred on project completion, start
up, production and the owners return on investment.
The earliest practicable time that project completion and stat up can be expected
if all goes as well.
On +ost
%ost management is one of the fundamental and most challenging tas)s in the project
management in the construction industry. Project manager it!s a baseline used to determine
whether the project is on trac). The cost and financial management is an important factor in
controlling projects. 0or project manager needs to managing budget along the critical path
become both challenge and a source of frustrations.
The element of cost control systems are:
@bservation.
%omparison of observation with some desired standard.
%orrective action to ta)e if necessary.
The project manager must simultaneously manage the four basic elements of a project.
;ecourse, time, money, and most importantly scope. /ll these elements are inter
;elated. These each items to be manage effectively. /ll must be managed together to
a)e success of the project.
;esources: People, equipment, material
Time: Tas) durations, dependencies, critical path
oney: %ost, %ontingencies, Profit
7cope: Project size, goals, requirements.
Project manager needs to manage and balance the three elements People, Time and
oney, the fourth element is the most important and last tas). The project scope is the
$efinition of what the project is supposed to accomplish and the budget that has been
%reated to achieve these objectives.
There for to overcome the project according to the budget project manager
9eeds to ta)e care of several things such as:
5 %ontinuous focus during the meetings to overcome the project needs.
5 Goint definition with project requirements and appropriate service offerings to meet those
requirements.
5 /dherence to proven methodologies to drive shared understanding of functional,
user, architectural, security, database, development, testing, implementation, and
Project Management P a g e | 12
training requirements.
5 %learly defined 6or) 2rea)down 7tructure '627, for all project activities to
promote achievement of specific deliverables and milestones.
/dherence to planning methods that mandate each tas) to provide for
measurable progress towards )ey deliverables on a wee)ly basis.
5 %onsistent and regular client communication conducted onsite at the location on
a wee)ly basis to monitor project progress and proactively manage project
schedules and resources.
5 ;outine communication with project sponsorship to promote visibility to project
progress and issues that negatively impact project progress.
5 "ffective issue trac)ing and escalation according to proven ris) mitigation
practices.
S2ecifie- 8,a/it.
Auality control:
Auality is defined as construction it is providing a building which provides an appropriate
Auality for the purpose for which is intended. Auality control can be loo)ed in three
"lements:
To produce the building which satisfy the client
To produce the building where quality is related to the price
To produce a building in which sufficient time is allowed to obtain the desired
quality.
ost of the other aspect of the project manager to quality control ha to be planed.
7etting the quality standard or quality of design required by client.
Planning how to achieve the required quality, construction methods, equipment!s,
materials and personnel to be employed.
%onstruct the building right first time.
%orrect any quality deficiencies.
Provide for long term quality control through establishing systems and developing a
quality culture.
8,a/it. Ass,rance
This is the mechanism for ensuring that the construction process ta)es place within the
0ramewor) of a quality management system.
$esign faults:
isunderstanding the clientHs brief to develop the design
Esing information which is incorrect or out of date
isunderstanding of the clientHs expectations of quality standards
1ac) of co5ordination.
1oose or inappropriate specifications.
9o detail drawings or specifications to follow
+onstr,ction fa,/ts9
%onstruction not according to drawings or specifications
6rong material usages.
Project Management P a g e | 13
&nsufficient management of the quality of construction.
&n order to eliminate those potential problems many clients have loo)ed to quality
assurance to reassure them that they will get the right building without undue
quality problems.
Auality of the construction must be maintained through the duration of the project in
order for a project to complete successfully.
"nsure high quality materials are used.
"nsure the materials are installed correctly.
"nsure the quality of installation it!s up to the desired slandered according to the
client.
"nsure that the engineer!s requirements are followed correctly.
"nsure the variations to the project performed correctly.
"nsure the project meets it building standards and codes.
&. E02/ain the t.2e of e-,cation1 training an- occ,2ationa/ stan-ar-s that are re:,ire- (.
Pro)ect Managers.
To appoint a Project manager main considerable things are education level and experience in the
proposed type projects and particular field. 2ut project manager does not need to be a perfect
technical person in the field he needs to be familiar with the type of activities for the projects.
2ut now a day to be a best project manager required both education and field experience.
"ffective project managers have had both education and experience. 9ormally, most project
managers have a technical undergraduate degree that commonly provides a great deal of
)nowledge and some experience in a specific technical field, but only limited )nowledge of
other technical fields. The ability to manage can be gained through experience and education in
management areas.
6hile experience is irreplaceable as a learning tool for managing people in a project, the
manager should also acquire some )nowledge of the management field in a more formal
educational experience. /ssuming that the project manager has a broad understanding of at least
one technical field, he needs to add to this some general )nowledge of other relevant technical
fields and some detailed )nowledge of the major functional managerial areas so that he may
better integrate the human resources and the different technical areas of the project. This
business or management )nowledge is frequently gained through graduate education in
business.
/lthough many project managers does not have technical undergraduate degree to cover all the
areas in the project but he could hire the technical people to cover all the required areas for the
project and achieve the goal.
"xample: 5 Project manager has a %ivil 27c. 2ut he has to cover all the "P wor)s then he
has to hire "P "ngineer to cover "P part.
To become a good Project manager education level and experience are not enough. He has to
have )nowledge of following things.
#. Human resources management
(. 1egal issues and /greements
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*. 2asic )nowledge of /ccounting
+. "stimating, costing
-. 7cope management
.. Time management
4. 7cope management
C. ;is) management
I. Auality management
#<. Time management
##. %ommunication management
#(. 2etter understanding of the new technological tools machineries
;. +om2are the a-4antages an- -isa-4antages of ,sing interna/ teams or e0terna/
cons,/tants as Pro)ect Managers an- e4a/,ate the (enefits to the c/ient.
Stat,s A-4antages 'isa-4antages
Interna/ teams
cons,/tants as
2ro)ect
Managers
Project manager will be
able to wor) full time for
the exact project.
Possibility to deal with all
the responsible people who
involving for the project.
2etter understanding of the
project as he was there form
initial stage.
/void the lac) of
communication.' &f
manager from internally
more subordinators will
communicate with project
manager directly,
/cquiring )nowledge for
upcoming projects.
Possibility to appoint
suitable project team.
0ast moving of the project.
Project manager might not
consider miner things in the
drawings or instruction from
the consultancy people.
Project manager might
hesitate to ta)e necessary
actions against mid level or
construction people.
Project manager might use
people who are wor)ing with
him organization but not most
suitable people.
Project Management P a g e | 15
Stat,s A-4antages 'isa-4antages
E0terna/ teams
cons,/tants as
2ro)ect
Managers
Possibility to get direct
actions against construction
people
7trictly follow the rules and
regulations.
Possibility to find out
suitable and appropriate
person for the project.
%onsider each and every
instruction in the drawings
or specifications.
.
Ta)e more time to familiar
with company rules and
culture.
1ac) of communication.
'Hired project manager might
hesitate to communicate with
project team members,
/ccording to experience and
education level salary is
higher than internal project
manager.
$enefits to the c/ient
#. %lient has to spend more money for the external project manager but for the internal
project manager it will be less.
(. %lient could find more specific person for the project and it will effect to durability of
the product.
"xample:5 0or nuclear energy project client has to find a person who
has experience of nuclear energy projects and it will
directly effect to the efficiency of the product.
*. &f client hire person form outside, that person will deliver better quality product than
internal project manager.
#. Ana/.6e the -,ties an- res2onsi(i/ities of Pro)ect Managers.
Project manager duties and responsibilities are related to each other as everything depends on
the project manager!s decisions. He has to deal with the 0ive s in required suitable way to
achieve the goal.
#. an power.
(. aterials.
*. ethod.
+. oney.
-. achineries.
/ project manager receives formal project management training to deal with any project, closely
related with construction, $esigning, 9uclear, Telecommunications and other infrastructural
projects. Project managers also manage projects related to the fields of sales and services.
Principally, the job description of a project manager is to manage the project that he is assigned
Project Management P a g e | 16
with. Therefore, he becomes accountable for both, starting the project as slated, and finishing it
on time.
Project anager!s $uties
$eliver the project with required quality in on time within the scope.
Produce a time to time progress report.
$efine the responsibilities.
Have to )eep updating status reports and presenting the higher managing authorities for
scrutinizing
/rrange appropriate people for the each and every activity.
otivate the project team members.
%oordinate with team members to achieve the goal.
Participating the meetings, discussions with client or his representative, project site
visits, wor)shops and trial the issues.
/rrange with team members for minute meeting wee)ly.
;eview wee)ly progress reports of Team Principals
&ssue all the approvals.
&nspect all the contracts with sub contractors.
8et maximum output from the project team.
/ppoint new team members into the project.
/ manager has to plan out an organizational structure to bring out ease and flow in the
tas).
Project anager has to prepare bids and proposals for the prospective clients to expand
business operations.
Pro)ect Manager Res2onsi(i/ities
The Project anagerHs responsibility is successfully delivering the project with all the necessary
requirements.
"nsure the following are carried out in accordance with the defined expectations:
Progress 5 deliverables are being completed within the baseline time scales
%ost 5 deliverables are being completed within the baseline cost plan
Auality 5 deliverables are being completed to defined expectations, first time
Performance '>alue, 5 progress is being earned for the expected cost
%ash flow 5 net project cash flow is being achieved as the defined expectations
7H" 5 the required 7afety, Health J "nvironmental standards are being achieved
;egulatory 5 all required statutory and regulatory conditions are being met
;eporting 5 regular and timely reporting of project progress to the sponsors
;is) 5 to proactively manage foreseen project ris), mitigating as necessary
%hange 5 managing changes to the project without unduly affecting the stated objectives
and benefits
/ppoint a suitable team building, which is defined by success
/ project manager has to deliver the performance with better success rates.
He is responsible for )eeping in touch with the clients who have assigned the project to
his company and ma)e them aware of the status of the wor) finished.
He should be able to lead his team and bring out the best in them.
/ project manager is also responsible for developing a good dialog and communication
with the team member for the success of the project.
Project Management P a g e | 17
&t is his responsibility to perform efficiently and honestly.
2y the virtue of being a manager, he has to maintain confidentiality.
"stablishing easy communication between the employees and the higher authority.
&n case of emergency, he should be able to solve problems for his team members.
/ccomplishing project objectives and the outcome 'success or failure, of the project.
PART-$
1. 'efine contract,a/ im2/ications of ,sing Pro)ect managers.
The Project anager is the person responsible for ensuring that the Project Team
completes the project. The Project anager develops the Project Plan may with the team and
manages the team!s presentation of project tas)s. &t is also the liability of the Project anager to
safe acceptance and support of deliverables from the Project 7ponsor and 7ta)eholders. The
Project anager is responsible for communication, including status reporting, ris) management,
escalation of issues that cannot be resolved in the team, and, in general, ma)ing sure the project
is delivered in allocated budget, on scheduled time, and within scope.
Auality: 7uitability of end deliverables for purpose or specification level
Time: Target completion date
%ost: /llocated budget
7cope: /ctual requirement for the project.
These three parameters used to define the 7cope of wor), the ;is) factors and the way
@f people engaged.
7cope of wor):
Totally of the #< story building project to complete 'quality, time, and cost, change in
various project parameters but these )ind of changes and to be carefully managed.
/greement and the scope of wor) between the sponsors established a boundary within
which resources and budget are allocated.
7cope defined in terms of wor) bra)e down structure and with the tas) analysis.
Project Management P a g e | 18
/n un)nown changing of the scope of wor) is a moving boundary that constantly
redefined project and the assumptions guiding allocation of resources.
6hen the scope specifically cannot identify it cannot be managed and thereby becomes
a important project ris) factor.
;is) factors:
Possible harm to a project 'Auality, time, cost, that arise from the process or upcoming
event. This is the probability that a threat that will act on a vulnerability to cause an
adverse impact.
People:
Human resource ')nowledge, s)ill and motivation, for implementation of tas)s. Team
assembles special and general s)ills as resource to get the wor) done 'Auality, time,
cost,.
The project management system is combination of tools, techniques, resources
/nd procedures used to manage a project. These are formal or informal and aid a project
manager in effectively guiding a project to completion
. +om2are the re/ationshi2 of Pro)ect Managers *ith -esign an- 2ro-,ction teams.
Project is a chain of tas)s, arrange of design sequence or relationship that
Produce a predefined output or effect. "ach and every project has three stages, 7tart, iddle and
"nding of the project in this sequence project manager has to deal with design team from initial
stage up to finishing stage and production team will come to action after finalized the design.
Then they will start to procure materials to the site may be preparing the procurement schedule
will be the first action from the production team.

Ro/e of +onstr,ction Pro)ect Manager
Project Management P a g e | 19
Typical Project %ost and 7taffing 1evel across the Project 1ife %ycle
Project manager have to prepare appropriate plan for each and every activity, coordinate
with project team to achieve tas)s, 7upervise the people who has to control by Project
anager, and budget a wide variety of this construction project.
%oordinate and supervise the construction process from the conceptual development
stage through finishing stage, ma)e sure that the project get complete write on time and
within budget.
Project manager needs to deal with client or his representatives, %onsultants, "ngineers,
/rchitects, $esigners and other people who will involve in the process and supervise the
planning, scheduling, and implementation of those designs.
$etermine the suitable way to get materials to the site in the write on time and most cost
effective plan and schedule for completing the project.
$ivide all required construction site activities into logical steps, estimating and
budgeting the time required to meet established deadlines.
$etermine the labor requirements of the project
$eal with all the subcontractors and ma)e sure that, the activities they have agreed to
complete will complete write on time, @f not find out the solution for the issue.
anage the construction schedule in an effective and efficient manner. This is
%rucial as any delays in the project may cause a substantial amount of money.
He must review the entire project on a daily basis to ensure that whether they have
achieved those tas)s on time.
Ro/e of -esign an- 2ro-,ction team Pro)ect Manager
The factory manager ma)es sure the product is meeting the level of quality demanded by
the customer, and must investigate the root cause if quality is not met and procure a
solution.
a)es sure new policies and programs are being followed and must provide training to
meet better requirements demanded by customers.
"nsure timely implementation of production schedules.
He oversees the safety standards and ensures that employees understand safety rules and
regulations.
Plan oversees the implementation of projects, ma)ing sure that they stay within the
stipulated budget.
/lso attends both internal meetings and customer meetings and ma)es sure that
implementation of services is geared towards customer satisfaction.
9eeds to see that the safety standards are being maintained and those wor)ers are
abiding wor)place safety rules.
1eading and coordinating plant programs to improve and ensure the consistency
/nd quality of the raw materials and finished products.
Project Management P a g e | 20
$evelop, recommend, implement and maintain sound process control strategies and
finished product quality inspection
Simi/arit. (et*een (oth Pro)ect Manager Parties
Planning and $efining 7cope
/ctivity Planning, Portability /nalysis and 7equencing
$eveloping 7chedules
Time "stimating J %ost "stimating
$eveloping a 2udget
anaging ;is)s and &ssues
onitoring and ;eporting Progress
Team 1eadership
7trategic &nfluencing
2usiness Partnering
7calability, &nteroperability and %ontrolling Auality
". 'escri(e the ro/e of c/ients in the 2ro)ect management 2rocess an- the a-4antages of
them ,sing Pro)ect Managers to sec,re main o()ecti4es.
%onstruction client has to carrying out the role in the industry he is a main character of the
construction. The client must be ready to devote adequate time to ma)e and to offer
information!s and to create potential project completion.
There for the client!s role in the construction industry 7hould include:
6or)ing with the project manager and all their team members for project.
Enderstand the social requirements as expressed in laws, rules and slandered and should
)now how to handle them.
/llocate the money for the activities write on time.
/pprovals for variations, design changes
"stablish the program for the project as the first step of the wor).
Provide millstones for the project team including project manager.
$iscuss with project manager, $esigners and /rchitectures to understand project
requirement
/llowing modest time for the completion
&dentifying the individuals to ta)e the lead role in final activation and occupancy of the
building.
%hec) competence and resources of all appointees.
%lient needs to ensure suitable management arrangements and welfare facilities are
provided.
/llow sufficient time and resources for all stages.
%oncerned about the project safety.
Project management team is the group of members of the project who are directly involved
in the project management activities. 2enefits of management are the process by which ensure
the project delivery and its wants and it helps to ensure the project deliverables and its value to
the project. Projects tend to change their lifecycle and even small shifts can produce different
results.
Project Management P a g e | 21
The benefits of project management contain all the elements with the relationship between
manager, client and wor)er. &n fact of this it is a very allocation of )nowledge, s)ill, tools, and
technique that ultimately will meet or exceed a sta)eholder!s needs and expectations on any
given project.
/dvantages of the project management teams can be list down as:
2etter efficiency in delivering services
8uide construction team with fastest and easy ways until finish the project.
&mprove?increased?enhanced customer satisfaction:
Project will be completed within allocated budget in scheduled time with
required quality.
"nhance effectiveness in delivering services:
That allows to successfully complete one project will serve many times over.
&mproved growth and development within the team:
Positive result only command respect but more often than not inspire the team to
continue to loo) for ways to performed more efficiency.
8reat 7tanding and competitive edge:
8ood benefit in the wor) place as well as the outside.
@pportunities expand:
2y product of great standing, great performance and it leads to more
opportunities to succeed.
2etter flexibility, &ncreased ris) assessment, /chieve the required quality
%. E4a/,ate the *a.s in *hich :,a/it. an- stan-ar-s are im2ro4ing in the constr,ction
in-,str. an- inf/,ence of c/ients in the 2rocess.
Auality standards are the most important factor in the construction industry. any external
factors will affect the performance of the project. Auality assurance system is developed to
avoid any )ind of incapacity that could result of poor quality and services. People who wor)s in
construction industry has deferent )ind of techniques for them activities, 2enefitted from a
common approach to quality wor). The standards are used to ma)e quality wor) more
efficiency way by creating uniformity.
Auality parameters are mainly categorized in three areas such as:
Auality of design: 7atisfies customers! needs and prospect.
Auality of conformance: %onforms to the design standards.
Auality of use: 7ecure continuity to use, needs to have low cost owner ship, be
7afe and reliable, maintainable in use.
7everal methods are evolved to achieve, sustain and improve the qualityF they are
Auality control, quality improvement and quality assurance.
8,a/it. Ass,rance9
Project Management P a g e | 22
&7@ I<<< is part of quality management system in the industry, focused on
Provide confidence that quality requirements will be fulfilled. There is a view that
quality assurance is about preventing nonconformity, whereas quality control is about
detecting these.
8,a/it. +ontro/:
This is a process of maintaining slandered of quality that prevents and corrects
%hanges in such standards. The resultant output meets customers! needs and
"xpectations.
8,a/it. im2ro4ement9
/ccording to the &7@ I<<<, is part of quality management focused on increasing
the ability to fulfill quality requirements such asF
&mproved by better control '%ontinuously improve,
&mprovement by rising standards 'brea)through,
"ight quality management Principles
#. +,stomer-foc,sse- organisation - @rganisations depend on their customers and
therefore should understand current and future customer needs, meet customer
requirements and strive to exceed customer expectations.
(. 3ea-ershi2 - 1eaders establish unity of purpose and direction of the organisation. They
should create and maintain the internal environment in which people can become fully
involved in achieving the organization!s objectives.
*. +ontin,a/ im2ro4ement - %ontinual improvement should be a permanent objective of
the organization
+. S.stem a22roach to management - &dentifying, understanding and managing a system
of interrelated processes for a given objective improves the organization!s effectiveness
and efficiency.
-. M,t,a//. (eneficia/ s,22/ier re/ationshi2s - /n organization and its suppliers are
interdependent, and a mutually beneficial relationship enhances the ability of both to
create value.
Project Management P a g e | 23
.. Process a22roach - / desired result is achieved more efficiently when related resources
and activities are managed as a process
4. <act,a/ a22roach to -ecision-ma5ing - "ffective decisions are based on the analysis of
data and information.
C. In4o/4ement of 2eo2/e - People at all levels are the essence of an organisation and their
full involvement enables their abilities to be used for the organisationHs benefit.
&7@ I<<< quality management system is defined:
/s a set of interrelated or interacting process that achieve quality policy and quality
objectives.
7afety system to serve safety objectives
"nvironmental system to serve environmental objectives.
7ecurity systems to serve security objectives
Human resource system to serve human resource objectives.
ar)eting system to serve mar)eting objectives.
&nnovation system to serve innovation objectives.
0inancial system to serve financial objectives.
The procedure approach is about doing a tas), conforming to the rules, and the approach
is about understanding needs, doing whatever it ta)es to ma)e it happen, and finding the best
way of fulfilling these needs. Auality processes are placed and quality management systems
which may well cover the whole range of an organization have to be established and regularly
onitor.
&7@ standards are followed in different series:
&7@ I<<<:(<<- Auality management 7ystem50undamental and vocabulary
&7@5I<<#:(<<C Auality anagement 7ystem5;equirements
&7@ I<<+:(<<I anaging and sustaining success of an organization5 / quality
anagement approach.
/part from the /merican 7tandards '/7T, and 2ritish 7tandards '27, are also following in
7everal areas to maintain the quality of the wor)F these standards are carrying out in the
aterials or products which are used in the construction and as well as following the
ethod according to the standards.
To maintain the quality and standards basic things also considered in the industry.
"ducation and training of project team and sta)eholders
&nspection and testing of the internal and external deliverables of the project
&mproved design for quality purposes
Auality 7taff, /udits
Auality plan and execution
7craps, rewor)s and repair wor)s
;eplacement of defective parts and inventory
&. 'escri(e the reasons *h. the constr,ction in-,str. is changing an- *i// contin,e to
change in the foreseea(/e f,t,re.
Project Management P a g e | 24
The construction industry plays a central role in national welfare, including the
development of residential housing, office buildings and industrial plants, and the restoration of
the nation!s infrastructure and other public facilities.
6ith avoiding challengers such as environmental prolusion, political issues, construction
industry has achieved development with better benefits.
9ew concepts in construction
9ew technology.
%ompetition
aterial fluctuations and depreciations
%ycling demand
%omplex regulatory environment.
To overcome such issues several concepts are introduced in the industry.
Green $,i/-ings
8reen building is the most suitable solution in currently. 7electing materials, methodologies,
location and techniques are directly effect to the environment and designer should have to
overcome environmental pollution with cost efficiency. "very building has its own materials
used for construction. 6hen put together, they bring life to a plan that was once just a blueprint.
&t has also an effect on the quality and the overall loo) of the building. However, materials vary
and not all of them can ma)e an efficient building. 7ome of them may be toxic and impractical.
Hence, they can have tremendous negative effects 'both financial and health related, on its
occupants.
7ustainable materials which use to green buildings eliminate the many ris)s that other materials
can bring. They all come from renewable resources, which means they come from plants and
trees. They are also non5toxic and recyclable.
Protecting occupants! health and improving employees! productivity by reducing of waist. &n
future these )inds of buildings are the only solution to the industry due to unavailability of
natural recourses and to minimize the energy of use. There for everyone in the construction
industry very concern about these green building concepts to overcome the environmental and
scare city of resources.
Producing green buildings involving to resolve many conflicting issues and requirements.
"ach design decision has environmental implications. easures for green buildings can be
divided into four areas:
#, ;educing energy in use.
(, inimizing external pollution and environmental damage.
*, ;educing embodied energy and resource depletion.
+, inimizing internal pollution and damage to health.
Project Management P a g e | 25
/ KgreenL building places a high priority on health, environmental and resource conservation
performance over its life5cycle. These new priorities expand and complement the classical
building design concerns: economy, utility, durability, and delight. 8reen $esign emphasizes a
number of new environmental, resource and occupant health concerns:
#, ;educe human exposure to noxious materials.
(, %onserve non5renewable energy and scarce materials.
*, inimize life5cycle ecological impact of energy and materials used.
+, Ese renewable energy and materials that are sustainably harvested.
-, Protect and restore local air, water, soils, flora and fauna.
$enefit of Green (,i/-ing
Socia/ $enefits
&mprove /ir, Thermal and /coustic "nvironments
"nhance @ccupant %omfort and Health
inimize 7train on 1ocal &nfrastructure
%ontribute to @verall Auality of 1ife
Economics $enefits
;educe @perating %osts
"nhance /sset >alue and Profits
7tate or 0ederal "conomic &ncentives
&mprove "mployee Productivity J 7atisfaction
@ptimize 1ife5%ycle "conomic Performance
En4ironmenta/ $enefits
"nhance J Protect "cosystems and 2iodiversity
&mprove /ir and 6ater Auality
;educe 7olid 6aste
7o, to achieve minimum carbon footprint, serious efforts are put into designing buildings with
better insulation, better water management, and lower power consumption, better use of natural
elements li)e sunlight and wind, and lower maintenance costs.
S5.scra2ers an- m,/tistor.:
Project Management P a g e | 26
People found a solution for unavailability of land in developed areas of the country
every building construction carina vertically. ulti story buildings and 7)yscrapers are built as
an alternative solution and to overcome such issues. Therefore several )inds of designs and
features are designed by the architects and designers and it became as a challenge in the
industry. 2ecause everyone loo)ing the final outcome of the building. &n future this will become
a common practice hence the lands are getting less and the population density getting increase
day by day therefore multistory buildings and s)yscrapers will be the only solution to overcome
such issues.
The point of building a s)yscraper is to get the maximum amount of usable space out of
the smallest amount of land. 2y building a building with dozens of stories to it, the land space
on which the building sits is multiplied by as many floors as the building can support. @r, put
another way, if all of the floors on a s)yscraper were put at ground level, the building would
occupy an awful lot of space.
;. E02/ain the conce2t of (est 2ractice of Pro)ect Management an- its ,se to -e4e/o2
$ench Mar5 an- KPI=s in the constr,ction in-,str..
Project management is one of the procedures outline the resources which will be
used to manage the project. @rganization expectation is to be complete faster, cheaper,
and better quality. There for useful project management process technique is required
to achieve those objectives.
A-4antages of (est 2ractice ,se- in 2ro)ect management9
Transfer )nowledge
2etter communication
Time and cost saving
2etter Process quality
2etter team wor)
2etter process quality
2etter team wor)
2etter position on the mar)et
/n international approach of labour
2etter monitoring and controlling of project
ore efficient and objective audit.
Project Management P a g e | 27
6hen organizations try to develop best practice around the project management
function, it usually mean following items at least one or more.
7tandardized processes
7tandardized tools and templates
7tandardized software
$evelopment of competencies
/ssessment of s)ills
$evelopment of a process for resource planning?allocation
$evelopment of career paths
$evelopment of strategic training?education programs
0ormalized mentoring and coaching plans
;equirement and support for industry certification
$evelopment and roll out of a P@ function
The industry established practice to meet many needs including "ffective project
resources, /lignment of project to strategic goals, improve of trac)ing and recordings,
and reduction in time and money.
Project management standards and guideline:
&%2
&nternational %ompetence 2aseline issued
by the &nternational Project anagement
/ssociation '&P/,
&7@ #<<<.
7tandard for quality management in
project management issued by the
&nternational 7tandards @rganization '&7@,
@P*
@rganizational Project anagement
aturity odel issued by the Project
anagement &nstitute 'P&,
P2@3
P2@3 8uide to the Project anagement
2ody of 3nowledge issued by the Project
anagement &nstitute 'P&,F at the same
time /97& standard for project
management 'an /merican national
standard,
P;&9%"
Project management standard developed
and issued by the 2ritish @ffice of
8overnment %ommerce '8@%,
P( / 8uideboo) of Project J Program
anagement for "nterprise &nnovation
Project Management P a g e | 28
issued by "99/
P%
Project %ycle anagement 8uidelines
issued by the "uropean %ommission
Ke. 2erformance in-icators !KPIs,
3ey performance indicators '3P&, are the most common bench mar)ing experience in
the construction industry. This is measure of a process which is critical to ma)e success of an
organization. 7everal organizations used this 3P& and it has several performance measures
which defend the project organization success. any clients are see)ing to wor) with the
companies which demonstrate the continuous improvement. These for 3P& provide useful way
to demonstrate the project requirements beyond the cost and time issues.
The 2,r2ose of KPI9
The client!s expectation is delivering the project with allocated budget and scheduled time
within the required quality. ;egular client expects continuous improvement from their
construction team to achieve year by year reduction in project time and cost. There for use of
this 3& is to measure the project and organizational performance throughout the construction
industry. This information can be used for bench mar)ing purpose and used as )ey factors to
move towards achieving best practice.
There are few 3P&s for the construction firms are monitor:
1iquidity: $etermine of the cash wor) progress which generating or consuming, with
monitoring )ey current assets and liabilities.
%ash 0low
1abor Productivity
7chedule >ariance
argin >ariance
Enapproved %hange orders
%ommitted %ost
2asically 3P& monitors how people involving to deliver the project.
Project Management P a g e | 29
The role of Ke %erfor#ance
'ndicators (K%'s) in the organi*ation is to
$rovide internal and e+ternal clients ,ith
actiona"le #etrics in easil accessi"le-
c!sto#i*a"le for#ats the can !se to
increase the e.ectiveness and e/cienc
of their o$erations. 0hat di.erentiates
K%'s fro# the ,ealth of #etrics that can
"e generated fro# an "!siness is that
the are 1e leading and lagging
indicators that can "e !sed to re2ect the
strategic $erfor#ance of the
organi*ation.
#. E4a/,ate the *a.s to ho* the Pro)ect Manager is a(/e to a---4a/,e to the constr,ction
2rocess.
The project manager add value to the construction process with
%ivilizing Auality of the wor)
;educe the cost
&mprove the productivity
8,a/it. +ontro/ of the *or59
Auality can be define as the degree to which a set of inherent characteristics fulfills a
9eeds or expectation that is stated that is implied or obligatory.
Auality control in the construction industry mainly can be loo)ed as three elements:
To produce the wor) which satisfy the client
To produce the wor) where quality is related to the price.
To produce the wor) which sufficient time is allowed to obtain the desired
quality.
There for quality control has to be planed li)e most other aspects in the construction
anagement. @bviously quality is proportional to cost associated with the construction
Process. Auality is to be identifying by the management with comparing to the cost.
8,a/it. Ass,rances9
Auality assurance is one )ind of mechanism for ensuring that the construction process
ta)es place within the framewor) of a quality management system. This suggests that
quality assurance defines the organization structure, tas)s and duties for implementing
quality management.
Re-,ce the cost9
The general methods to reduce project costs include:
;educing decorative items from the wor) scope.
Ese alternative materials for expensive materials.
%over the basic requirements and deduct all the unusual things.
1oo)ing for competitive prices from the sub contractors? aterial suppliers
8enerally it!s best to loo) at the highest cost items first and determine how their costs might be
reduced such that the project comes bac) in line with the budget.
Im2ro4ing the 2ro-,cti4it.9
To improve the productivity of the projects need to target in some areas such as,
High motivation and satisfied of the wor) force
&ntroducing new technological tools and machineries.
7alary scale for the wor)ers.
2est practice modal for the supervision
Project Management P a g e | 30
2etter wor)ing relationship model between sub5contractors and the main
contractor.
"fficient materials, tools, and equipment management.
Tool time optimization by adopting best wor) practices.
@ptimize wor) practices and wor)face planning.
&nformation technology based on5site communication framewor).
2etter integration between site and office management.
6eather related issues.
Project sta)eholder issues = owner, architect, changes
RE<EREN+ES
#. http:??www.ehow.com?aboutM-+*..4+Mdefinition5construction5project5management.html
(. htt29>>***.in4esto2e-ia.com>terms>2>2ro)ect-management.as2
*. http:??www.aiu.edu?publications?student?english?ProjectN(<anagement.html
+. http:??www.projectsmart.co.u)?the5role5of5the5project5manager.html
-. htt$:33it1no,ledgee+change.techtarget.co#34!alit5ass!rance3675s1ills5to5
#a1e5a5$erfect5$ro&ect5#anager3
.. 8ro# 9anaging High Technolog %rogra#s and %ro&ects- " R!ssel :.
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