Architectural Project Management Essentials - Research Paper Example

Project Management Essentials Pre – Tender Planning - The definition of pre – tender planning is when an owner or project manner prepares the necessary documents, programs, milestones, constraints and schedules according to the owner requirements. - Steps for pre – tender: Documents or inquiries sent to the contract to ask for a quote Contractor reads and analyzes the document Contractor gathers more information about the document (e.g. if it is a contractor, there is information needed about everything to change) Contractor visits the site to see what needs to be done Contractor details the inquiry into work, materials, labor, expected time frame Contractor gives an estimated price Contractor gives a document, contract or statement of work with the estimated price to the owner Changes and negotiations are done with the work and expectations Work Begins after signatures of the contract - Project Risks: The risks are based on the timing and expectations with the project. If the contract gives certain estimates then these aren’t met, then the contractor either loses money or the work isn’t complete. This can lead to problems with the owner and changes the reputation with one who is performing the work. Safety hazards, management regulations and the progress of the project are also unknown factors before beginning a project. - Project Uncertainties: Even though the estimates are based on examination and analysis, there are always unexpected costs. Extra materials, damages which have been done, problems with labour and employment and other values can be estimated but the true value isn’t known until the project takes place. Project Life Cycle - Project Initiation: This consists of setting the vision and definition for a project. The end goal and achievements are set, such as financial changes, expectations and growth within the company. This stage includes both the inception and the feasibility. - Project Planning: This includes goals of how the visions will be used to achieve the end results with detailed planning. Resources that are needed and planning of various stages, milestones and other concepts are used at the planning phase. This includes strategy and pre – construction. - Project Execution: The goals and milestones are presented to employees and workers to build the project and to work through specific steps. The detailed planning is put into action, monitored and controlled so the project can be completed. - Project Closure: If the project didn’t work, it is evaluated for future prospects. If it is closed and completed successfully, then evaluations of what worked and what didn’t are stated. At this point, those working on the project can look at potential and future opportunities as well as growth through the project which has taken place. - Project managers can use the life cycle to monitor and assist employees at each stage. The most important phases for a manager are inclusive of the planning and execution, where goals can be communicated to the employees and monitoring of how the goals are reached can be looked at. This allows the managers to evaluate the end product while looking at future options. Risk and Uncertainties - Information isn’t gathered correctly, resources that need to be provided aren’t given. - The vision and mission of the project aren’t clearly defined. - The vision and mission aren’t clearly communicated to employees through the manager. - Goals aren’t presented or formulated in a logical manner. - Goals from managers don’t move into daily work or leadership motivation. - Set – backs, such as milestones, unexpected changes in the goals, employment alterations, hazards, etc. create difficulties in meeting end goals. - Financial budgets aren’t placed correctly and the estimated costs exceed the budget. Project Management Essentials Communication Methods in the Construction Industry Contracts: Defines the work to be done in a given situation between the owner and the employees. Creates milestones, work to be completed, objectives, finances and other details for the project. Group Collaboration: Organization of the employees and labour options for those working on the project. Vision of what needs to be done, daily maintenance assistance and overviews for organized collaboration. Tracking: Controls what is needed for the project, includes working with owners, architects, engineers, contractors and subcontractors and defining milestones and what needs to be completed. Last Planner Techniques - Collaborative Programming and Scheduling: Engages main project suppliers from the beginning of the project. Creates a risk analysis chart and then defines a program to predict and avoid risks. Uses program compression to stay ahead of schedule and on budget. Follows the process of: - make tasks ready - create a weekly work plan - Find tasks and fulfil these - The promise Cycle: Begins with a request, which starts with the clarification, negotiation and conditions of satisfaction. Followed by the promise to produce, declare a delivery, declare complete through assurance. - Uses the details of scheduling and collaborating for preparation, work and fulfilment while clarifying information - works with both internal and external environment to measure performance and to reduce risks Work Measurement - Percentages of Promises Completed: - unclear information - too few operatives - no promise to deliver - client / design change - overrated capacity - late request - unclear requirement - prerequisite work - failure to request - COS not made clear - absent operatives - Rework Public Private Partnership What Is PPP? Definition: A government service or private venture which is funded and operated through a partnership of a government or private sector. The structure would link a government service to another private sector, or vice versa, to create a collaboration with operations, management, financing and ownership of a business product or service. Advantages - From the client’s point of view: The ability to create value for money. Clients have the ability to be more innovative, ask for more alternatives and to combine their requirements because of the diverse providers that are used. - Quicker delivery of products: There are more resources which are being utilized, which lowers the risk and problems associated with businesses. Labour, estimated costs and other general problems are lowered for faster delivery of products. - Innovation and flexibility. Client’s that are interested in different structures or options have flexibility because of the several resources available. This gives room for innovation and lower risks while allowing more steps to be taken for the collaboration. - From the contractor’s point of view: - Risk is lowered. The collaboration between two companies creates a community based effort for creation, as opposed to the business succeeding or failing. There is a back up support through either a private sector or governmental sector that steps in if the risk is beginning, making the business or government sector not as liable for problems. - Long term contracts: The lower risk and the ability to connect to others for the business ensure longer contracts. The partnership efforts doubles the amount of work which can be given and enables steady work through the reputation of both the government and private sector while collaborating together. - Assistance with competition. Contractors have the ability to overcome competition because of the extra resources that are provided with the joint collaboration. There is also the ability to move into contracts that competition would consider with more ease because of the extra support and talent available. Disadvantages - From the client’s point of view: Increased transaction costs. The use of more than one company and the extra resources automatically heightens the amount that the project is worth and creates a higher amount in the estimated amount of work which will be done. - From the contractor’s point of view: insecurity of being granted the projects. From one perspective, there is the ability to overcome competition with a PPP. However, the higher costs and capital costs because of extra resources can create an insecurity of being granted projects. If this happens, then both businesses are affected simultaneously over the lack of work. - Cultural gaps – Each institution and business has an internal environment which has created an organizational culture. If two companies combine together, then there will be problems with culture, communication, changes and other expectations and miscommunications within a project. This can stall the project, lead to changes and create complexities if the management of both companies isn’t able to work effectively. NETWORK Benefits of Network Charts - Builds relationships and dependencies within a given project with the use of a Gantt Chart or other visual method. - Optimizes the use of resources, progress reporting and controls the progress of a project with the critical path that is used. - Connects events, activities, milestones and the beginning and end of a project with time, finances and expected results. - Shows the critical path which is to be taken and combines this with the details of the plan for an understanding of resources. - Calculates earliest and latest durations for projects and the generalized movement a project should take to eliminate the risks taken with various projects. Stages of Preparation for a Gantt Chart - Objectives of the project: Defines the vision, mission and overall goals that are to be achieved through the project - Tasks to be completed: Defines the specific goals that are to be completed and how these will fit into the overall completion of the project - Details of each Task: Defines and outlines what needs to be done to reach each specific goal with structured planning and control used. - Time Management: Defines how long each project should take, when tasks should start and finish and what project tasks can be done at given times, such as part B can not be started before part A. - Coordinates time with task: The time is aligned with the task that is going to take place, setting realistic expectations for those working on the project - Coordinates task with resources: Individuals are assigned to complete the tasks in a given time frame to ensure that everything is completed as specified - Analyzes and evaluates: As the project continues, team members can look at what has been completed, what is behind schedule and what needs to be altered for better completion Other Employee Motivation - Employees are motivated or not motivated by understanding the main mission and goals while having a clear understanding of the goals to be achieved by the end of the project. - The more that information is given to employees, the more motivated they become to work efficiently to complete the tasks given to them, as long as the tasks are realistic and communicated in the correct manner. - Means to an end: Employees expect to see the beginning and end of the project and to understand what needs to be completed in detail. The more that information is given, the better that employees will respond. - Leadership: Project leaders are designated to motivate and guide employees by reminding them of purpose, helping them to move forward and working toward objectives and details that help employees to continue to work with energy, instead of feeling the schemes don’t work effectively. Herzberg’s Theories of Motivation - Hygiene: If certain conditions aren’t met, then employees will remain unmotivated. - Pay: If the pay is low or doesn’t match the amount of work that employees put into a specific project, then they will not want to work on the project and will feel devalued. - Supervision: If the management doesn’t respond positively, makes employees work out of their comfort zone or is demanding without communication, then employees won’t want to meet the end goals. - Working conditions: Environmental factors, too much work at one time, improper breaks and physical and mental discomfort lead to a lack of motivation. - Motivating Factors: If there are specific factors that are met, then employees will be satisfied and will work harder on any given project. - Achievement: Goals are being met and it is communicated that these are met. Incentives through pay, rewards, promotions and other factors can be considered to help employees meet other goals. - Challenge: Challenges are overcome and guided with the help of project managers. Communication is used to overcome the challenges. Other challenges are met by making the projects simpler. - Recognition: Awards, noticed work and adding value to the employees that are working ensures that more gets done and that the managers aren’t ignoring work that has been completed. - Responsibility: Employees are willing to take responsibility and project managers allows each to take a standing role with the work that needs to be done so the project belongs to everyone working on the team. Contributions of Theorists to Work Practices - Motivation begins with the individual first. - Maslow: Self – actualization, meaning an individual has to find their own comfort first, followed by esteem. - Alderfer: Growth, meaning an individual has to want to grow and is motivated to move from one point to the next, such as through rewards, payment incentives and other factors that help with satisfaction on the job. - McClelland: Self is the primary component, including achievement, power and affiliation, all which begin with the individual and help with their growth through these various attributes. - Motivation becomes a part of the group and is a social component. - Maslow: Recognition through the social groups. Leadership uses encouragement and communication to continue with this. Safety and physiological needs are met within the group and are promoted in the correct manner. - Alderfer: Relatedness and existence. Each individual works together with others and relates to the tasks at hands, which are either motivational or creates an attitude against the project. The rest of the project exists according to group behaviours and motivational factors. Group Environment - Fayol, Taylor, Weber, Galbreth used management as a science, which was inclusive of group dynamics that needed to be nurtured for better results. - Adaptation of the self and the group or better productivity by creating a work environment which was conducive to productivity. - Leadership and management skills are driving forces in the creation of the environment and the way in which many responds. Information, communication, group work and contributions within teams all contribute in positive or negative ways. - Strategies need to be built to develop groups and to assist with the work group behaviour. References Ballard, Glenn. (1994). “The Last Planner.” California: Construction Institute Spring Conference. Baxendale, T. (2000) “Construction Design and Management Safety Regulations in Practice – Progress on Implementation.” International Journal of Project Management 15 (2). Bernold, Leonhard, Simaan AbouRizk. (2010). Managing Performance in Construction. New York: Routledge. Construct Tech. (2011). “A New Method for Project Delivery.” Retrieved from: http://www.constructech.com/news/articles/article.aspx?article_id=8744. Gagne, M. (2005). “Self Determination Theory and Work Motivation.” Journal of Organizational Behaviour 15 (7). Greenberg, J. (2000). Behaviour In Organizations. UK: Weinnethel Publishing. Huang, T, CW Kong, HL Guo, A Baldwin. (2007). “A Virtual Protyping System for Simulating Construction Processes.” Automation in Construction. Picken, DH. (2001). “Risk Analysis in Cost Planning and Its Effect on Efficiency in Capital Cost Budgeting.” Logistics Information Management 72 (1). Pinto, JK. (1988). “Critical Success Factors Across the Project Life Cycle.” Project Management Journal 57 (1). Westland, Jason. (2007). The Project Management Life Cycle: A Complete Step – by – Step Methodology. New York: Routledge. Read More