Management portfolio - Essay Example

MANAGEMENT PORTFOLIO Introduction The objective of the module is to acquire knowledge on the principles of the management of civil engineering works, projects and operations. The ability to understand and coordinate with numerous a numbers of disciplines and functions within a civil engineering domain is clearly portrayed in the essay. The objective of the Management portfolio is to To Identify and design the essential components involved in the establishment of a civil engineering management system. To demonstrate the ability to apply appropriate management structures and procedures to a range of construction and operational situations. Apply the principles of total quality management Practical business management techniques are also covered with the emphasis on understanding and applying the areas of technical compliance and financial control. A key element of the module will be the adoption of established techniques such as quality management, continuous improvement and innovation within the framework of sustainable construction. Major focus areas of civil engineering study involve the conceptual understanding about Infrastructure with more derivatives like Operation, Maintenance, Adaptation & Conversion and Refurbishment & Renewal. The next critical factor will be the factors like project size and environment. Project size can range from small to medium and the type could be large scale creation and type of built environment for example regeneration. Some of the critical determinants essential for full fledged functionality of Civil Engineering the cross functional processes adding value to the civil engineering system through effective concept and value designs. Some of the important areas of focus to enumerate the aspects of civil engineering are SAFETY QUALITY FINANCIAL TECHNICAL COMMERCIAL HUMAN RESOURCES Each of the categories plays a pivotal role to understand the aspects of civil engineering and relationship between civil engineering and the respective categories and functions. Finally there is a need to devise a document control process to ensure the accuracy of the information and also research on the relevance of the same in various aspects. The entire portfolio is supported with effective case studies, schematic diagrams and data tables for better understanding and application. It is a common practice to do SWOT analysis to identify the opportunities, strengths, weakness and threats for any stream .One of the classic example is the SWOT study for TU Delft (research engineering institute) Research Assessment of Civil Engineering done by QANU and Tu delf university Health ,Safety and Environmental Management Abstract It is important to understand the regulatory requirements in civil engineering for better functionality of the stream. These regulatory requirements are Health and Safety, Environmental and other specific regulatory like Buildings, Railways and Highways. In order to correlate the Health, Safety and Environmental aspect of management with the civil engineering management, there are many postulated theories explaining the need for the same.Risk involved in any health and safety is the accidents. An accident is an unplanned, uncontrolled event that resulted in personal injury, property damage and/or some other loss, or could have resulted in personal injury, property damage and/or some other loss in slightly different circumstances Case study example CLIENT COMMITMENT AND ATTITUDE TO CONSTRUCTION HEALTH AND SAFETY IN BOTSWANA Objective To identify present findings of a preliminary survey on the extent to which clients are involved in construction health and safety (H&S) implementation in Botswana. Methodology – A questionnaire survey was conducted on construction projects to establish the extent to which clients are involved in construction H&S. Physical observations were also conducted on construction sites in order to relate questionnaire responses to what was actually obtained on sites. Findings – Findings from the survey include: clients do not perceive H&S to be very important on construction projects, most clients do not address H&S adequately in contract documentation and H&S is rarely a major agenda item in progress meetings. Findings were also that clients are not fully committed to H&S implementation. Literature informs that the above are some of the important areas in which clients could show commitment and influence H&S performance. Value – The importance of the client to H&S implementation and performance improvement has been recognized by various researchers. This paper however provides an insight on the extent to which the client is involved and committed to construction H&S in Botswana. Dimension of client’s role in Health and Safety Striving for enhanced H&S performance will remain elusive if the client is not actively involved especially in Southern Africa. Huang and Hinze (2006a: 164) rightly argue that the involvement of clients or owners is an essential requirement for the achievement of the zero injuries objective. Other researchers have also recognized the importance of the client in the management of H&S. Suraji, Sulaiman, Mahyuddin, and Mohamed (2006: 55) and Smallwood (1998: 188) noted that construction H&S can be successfully influenced by clients. Clients have a positive role to play in lowering injury rates (Smallwood, 1998: 188).To emphasize the point that clients are very important in the management of H&S, Suraji,Duff and Peckitt (2001: 338) argue in their paper on accident causation that construction accidents are caused by inappropriate responses to certain constraints and the environment. They observed for example that the client responses are the actions or failure to act in response to constraints that emerge during the development of the project scope. According to them, these include reducing the project budget, adding new project criteria, change project objectives and accelerating the design or construction efforts of the project. All of which are factors that impact on H&S and are directly influenced by clients. Involvement of client in Health and Safety Criteria’s for Client’s Level of Commitment Evidence of active participation, as seen in the client project meetings, by establishing whether H&S was a major agenda item; Respondents’ view on how clients and designers regarded H&S in relation to other factors on a construction project; The purpose of the third question was to identify the respondents’ opinion on how H&S could best be improved; client and designer participation is also included to assess whether respondents deemed it important The extent to which clients and designers address H&S in contract documents. The Client’s level of commitment can be explained well by the questionnaire interpretation. This would, in turn, explain the level of commitment by clients and designers. Therefore, contractors were asked to rate the importance of various aspects to clients on projects. Remaining within budget was the most important, followed by contract period. Perceived importance of H&S according to clients Interpretation of Survey results. Based upon clients’ attitudes and actions, respondents perceived that they considered H&S to be not important. Responses relative to whether H&S was a major agenda item on the agenda of client progress meetings validates the perception rating - almost 71% of the respondents said that H&S was not a major agenda item. Client progress meetings are an important event during a project as all stakeholders are required to attend such meetings on site. It is also a forum where progress is evaluated and problems on site are discussed. If clients are committed to H&S it will be an agenda item. Standard contract documentation also does not reflect commitment by clients to H&S. Although 70% of the respondents said that H&S was addressed in contracts, only 8% indicated that it was extensively addressed. On average, 26% said it was not, slightly, or fairly addressed. Inference It can be inferred from the above case study that participation and commitment by clients to H&S is low because of the following factors Clients and even designers never or rarely conduct H&S audits and inspections; H&S is not regarded as a major agenda item in clients’ progress meetings; 72 % of the respondents indicated thus, and only 28% indicated that H&S was regarded as a major agenda item According to contractors, it was found that clients and their agents, designers, regarded H&S to be the least important aspect on a construction project. It follows that, if the clients perceive the importance of H&S to be low, their commitment would be low as well. In fact, avoiding litigation and quality was rated higher than H&S. Quality Management System Abstract Quality is often regarded as “the degree to which a set of inherent characteristics fulfils requirements”. Quality management system has many domains and gauge parameters. Major four sections of Quality management systems are Management responsibility Resource management Product realisation Measurement analysis and improvement Some of the critical measures of the Quality Management system correlative to civil engineering are Statistical process Control Mean Time between failure Mean time to failure Failure and effect analysis There are huge number of application involved in quality management system like six sigma, ISO 9001, COPC (Customer Operations Performance Center) etc.The portfolio enlightens on the role of Quality management system in civil engineering with a detailed note on quality parameters and also a representation civil engineering concern’s business case. Safety, Quality & Environmental Management System The major areas of focus in order to attain a Safety, Quality and Environmental Management System are Prevention of non conformances The occurrence of non-conformance is relatively high in construction and can affect the profit margin and competitiveness of a construction firm. Applies a quality cost matrix developed by one of the authors to a real construction project. Monitoring and Review The aim of monitoring is above all the opportunity to determine current (especially in case of high environment inertia) or expected conditions of action. The key task of monitoring is data collection and transmission, as the data will form the basis for decision-making concerning the application of construction or operation options in order to ensure the best adjustment to environment (observed/expected changes). Applications of Six sigma in Civil Engineering. In civil engineering, the six sigma concept is widely prevalent in construction of buildings involving high project cost and risks .The major concept of six sigma is based on two critical procedures. They are DMAIC (Define,Measure,Analyze,Improve and Control) process,DMADV(Define,Measure,Analyze,Design,Verify).The most commonly adopted process in Civil Engineering is DMADV .There is another new concept called DFSS which is Design for Six sigma and the application of the same is prevalent in the construction industry. Although Six Sigma has been implemented in the manufacturing and other services industries, it is still a relatively new concept in the building industry. The application of Six Sigma for improving the quality of internal finishes during construction is also explained. Improvement measures taken by a contractor helped to raise the sigma from 2.66 to 3.95 for quality of internal finishes. Total Quality Management application in civil engineering Successful managing in civil engineering can not be realized without total quality management TQM. Total quality management means three areas of evaluation in companies: Quality enhancement is a global company goal; High quality of products or services is the goal of all employed by the company; The one success evaluation is a satisfied customer; The most efficient marketing massage is high quality of products and services. Total quality management is defined on different ways, but truly it presents companies orientation to: customer-buyers, higher products quality and advancing of work and life culture. Definition of Total quality management given by ISO8402 should be emphasized:” Total quality management is management in companies with orientation on products and services quality, based on participation of all members oriented on long-term success with customer satisfaction with overall advancing of all people in company and community . Quality Case study: Balfour Betty Civil Engineering Company profile Balfour Beatty Civil Engineering Limited (BBCEL) provides a wide variety of services to our customers, ranging from construct only civil works to complex asset-based service driven solutions. Creating a quality trail from the very start Quality documentation created in advance of construction work is proving invaluable on BBCEL's M1 widening project - as attested by independent auditors from our certification authority DNV.Previously, quality completion documents were usually compiled once construction was well advanced. This often created difficulties in collating the information needed. Our M1 quality and environmental management team cultivated a hotbed of practical ideas which are becoming standard procedures on later projects. One such idea was a new way to compile completion document packages.The team explains: "The usual problem with document completion at the end of the project is insufficient recorded history. Staff moves onto other projects, and relying on memory is costly and unreliable Documentation is done as the project progresses, and everyone is responsible for their own completion package.” A completion package is therefore submitted to the client at each phase of construction, not waiting until the end of the whole project. We found this boosts the client's confidence by making the packages easy to audit, fosters early close-out, and ultimately saves time and money”. Visiting external auditors from DNV complimented our completion packages and our system for managing these files. During 2006, an index of packages was evolved. Files were set up, split into segments reflecting the project programmer. The aim was speedy sign-off as soon as the specified activities were completed. Quality staff worked hard to prepare and launch the system, introducing it to engineers as part of formal HSEQ inductions at the start of the project. Daily monitoring ensures issues are flagged and dealt with as they arise. This discipline enables us to chart progress while scanning the records, and check for any irregularities. Overall quality of the project is improved as a direct result. This method of collating quality records ensures any issues are flagged as they happen and dealt with straight away. The system aids document retrieval and cross-referencing, and simplifies uploading electronic copies into the project database. Interpretation with the case study Focus areas of improving Quality in civil engineering can be derived from the above case study. The company has chosen quality principles to improve main criteria’s like Documentation, Audit by External Auditors, Analysis of root cause and corrective action and steps to improve overall quality management with a systematic process and ensuring compliance on the same. Optimisation of resources and cost is another important aspect of this case study. Importance of Daily Audits was stressed to derive better results scaling up the quality compliance levels. Financial and Commercial Systems Abstract The Financial and commercial aspect of Civil Engineering involves sanction of commercial contracts in civil engineering and effective management of budget, Measurement of profit and cost reconciliation. The financial system requires in-depth understanding of civil engineering process and also the need to get contracts, standard forms of commercial contract and source of getting the commercial contract. The commercial and financial dimensions in construction process are tendering and estimating, construction and commissioning. The major forms of civil contract are ICE, NCE, JCT, sub contracts etc. NEC3 is designed to meet the Current and future needs for a form of contract to be used in the engineering, building and construction industries. The clauses applicable for civil engineering are Variations and extras, Adjustments, Performance payments, Inflation adjustments Financial management –Case study Objective Stainless Steel Rolling Mill project is initiated by students of department of civil engineering, University of Sheffield. The objective is to examine the technical and economic feasibility of constructing new satellite rolling mill and the students simulate role of external consultants. The expected outcomes is to Appraise the feasibility of Client requirements Develop an appropriate engineering solution Evaluate commercial soundness of solutions Identify opportunities for adding value Question existing engineering, manufacturing, and company practices Propose and support with evidence innovative commercially rewarding solutions Data collection process Data collection involves the below information extensively Site information Equipment manufacturing rates Company report –Financial data. (Tenders, Balance sheets etc ) Market research documents Risk assessment software Advice from external speakers Interpretation The financial implications are judged by auditing the financial contracts, tenders submitted, company balance sheets, Profit and loss account statements etc .The financial feasibility was also derived after verification of project cost, liquidity and investment policies of the construction owner. Some of the critical factors which are focussed is the cost incurred with the current achievement, the time of construction as a measure of cost, projection of output cost towards the end of the construction and comparing the same with the base cost to identify the actual project estimation Budget target drivers are identified for the steel mill is Capital resources Revenue & Expense incurred by establishing the steel mill Profit budget after the evaluation of performance Cash budget to compute the project investment Time space material and product budgets for better allocation of costs Control Measures like Phased, Straight line, Seasonal graphical representation for monitoring the financial trend. The need for effective management of budget is reiterated through realistic standards by Realistic utilisation of all resources with balanced flexibility and maintaining highly positive correlation with time and cost. Conclusion The above points reiterate the define purpose of planning and controlling finances for civil engineering projects through organisational existence as a source of motivation and commitment We need to monitor financial performance. New trend is the need to monitor financial performance .The CVR process is there in order to effectively monitor and manage profitability. Income or payments should be greater than costs at most times to maintain cashflow.A prediction of costs over time is an essential element to allow comparison with actuals and planning methods. Human Resource Management Abstract Human resource management is another important aspect of civil engineering as it focuses on people management and requirements specific to various projects. Major functions involved in human resource management are critical functions of the manager and their involvement in Planning the Skills and Resources, Training and Development and Performance Review Processes. The purpose of human resource management in civil engineering domain is ensure compliance with the Employment Law, provide good resources for recruitment and training, counsel the employees and good grievance handling. It is evident that HR should function effectively in planning the skills and resources, training and development and performance review processes Role of Human Resources in Construction process HR in service and construction industry is really tough enough. it is only through major results HR initiatives are being recognized. These include HR Manual,HR Policy and initiatives like 5S, performance management system, competency assessment, team building, etc.The initiatives you must be unique and needs a easier method of doing work than the existing method. Easier method will give you the buy-in from top management and colleagues and uniqueness will give you recognition. Today HR should talk about competency, empowerment, talent acquisition, etc. training should reflect the development of the individual through challenges such as new assignments, job assignments, etc. HR should also play a pivotal role in grievance handling for construction workers. Case study To construct an effective performance planning process for Rideau construction Inc. Company profile Rideau Construction Inc. is a general contractor located in Bedford; Nova Scotia. It is non-unionized and has 54 employees. The work force consists of project managers, project coordinators, site superintendents, engineers, technicians, accountants, and administrators. There are no hourly employees. The average age of employees is 37.About 20 per cent of the employees are female, working mostly in the office but some are on-site. All employees work full time. The case study is to construct a performance management process for monitoring the performance and reviewing the same after a specified time line. A team of 6 employees brainstormed and devised appraisal plan and the same was incorporated in the company. Performance planning process Steps involved in performance management process Performance Planning Monitoring Performance Summary Recognition Performance Management shall be a continuous process with the following timeframes attached October Performance Summary from previous year a) Supervisor provides a consolidation of employee accomplishments throughout the performance cycle, synopsis of formal feedback received during the performance cycle, and highlights of developmental activities undertaken during the period. b) Employee provides a self-assessment of accomplishments (outcomes/expectations and developmental activities) completed during the performance cycle. Description of Actual Performance Major Accomplishments - Identify the most important accomplishments achieved during this performance cycle that applies directly to you position. Other Accomplishments - Identify other accomplishments achieved during this performance cycle. Performance Plan jointly developed for upcoming year a) Supervisor provides work assigned to Department, work assigned to employee, goals/objectives for Department (cascaded down from organizational goals), and any other needs for accomplishment of departments goals/objectives. b) Employee provides own objectives for accomplishment of SBCGT/Departments goals/objectives and individual developmental needs, if any, for upcoming performance cycle. c) Required resources to accomplish the assigned work and objectives that are identified within the jointly developed performance plan. DECEMBER Check-in meeting (Requested by employee) a) Check the performance plan for reasonableness against the plan based on 3 months experience, modify if necessary b) Employee informs supervisor of resource needs, if any, required to accomplish agreed upon performance plan Examples: Skill set; time; equipment etc. APRIL Mid cycle meeting a) Formal feedback session b) Employees provide self assessment to supplement supervisors' assessment JULY a) Employees supply upward feedback, through an anonymous automated system, which goes directly to the supervisor b) Supervisors supply upward feedback to their managers through an automated system, anonymity determined by supervisors. Conclusion The Human Resources domain does not separately exist as one entity and it will be a cohesive component of civil engineering providing viable resources and training for civil engineering workers and conduct training for workers for development. One critical role is grievances handling which is the most important concern for construction workers. Thus Human Resources and Civil engineering is mutually coexistent in their functionalities. Document control process The major pointers for effective document control process are Stress Contemporaneous record keeping is better than reconstructive record keeping. Have a contemporaneous tidy-up attitude. Make the record keeping system as simple as possible. If despite all efforts it is still complex, make sure it is of irreducible complexity. Constantly segregate documents into two types: "Keep Until" and "Can Loose". Remind self that records are meant for providing some kind of information to a future someone, and you may never know who that someone is. New strategies for better improvement in civil engineering Civil engineering education for the future is considered with relevance to potential world-wide trends and anticipated societal requirements and, therefore, required employee qualifications of the construction-related providers to society. These employee qualifications include proper knowledge, skills and attitudes of the civil engineer to be developed with the proper civil engineering educational system. The influence on this system of intrinsic characteristics of knowledge, extrinsic requirements, constraints and drivers, and the 'Bologna process', is highlighted. It is emphasized that future civil engineering education in Europe should be developed in a systematic way. The strategic approach presented addresses the societal requirements influenced by world-wide trends, the requirements of the customers of civil engineering education, and several pertinent constraints and drivers. It is believed that the proposed strategic framework could have an impact towards the direction of making changes in a systematic way, with the implication of congruence and better communication methods.There is also need for improvising the construction process through effective material management plans and costing methods to build a strong creative infrastructure. Conclusion The Management portfolio describing the roles of cross functions like HR, Finance, Health and Safety and Quality management system is also explained with business case studies for better understanding,Finally importance of document control process and future focus in civil engineering domain is also reiterated briefly. References ICFAI business school case studies and Journals Beardwell, I and Holden L (1997) Human resource Management A Contemporary Perspective; Prentice Hall London Tricker R and Sherring-Lucas, B (2005) ISO 9001: 2000 in Brief : Elsevier London Twort, A and Rees J (1995) Civil Engineering Supervision and Management; Arnold London Egan, G (1988) Change Agent Skills : Managing Innovation & Change : University associates California Lock, D (2003) Project Management (8th edition) : Gower Aldershot Twort & Rees Civil Engineering Project Management 4th Ed Reiss G ((2007) Project Management Demystified Third Ed ; Taylor and Francis London Dingle, J (1997) Project management, and orientation for decision-makers, London: Arnold. Lock, D (2003) Project Management, 8th Ed. Aldershot: Gower Smith N.J., (2002) Engineering Project Management, 2nd edn, Blackwell, UK. Walker I, Wilkie R, ( 2002)Commercial Management in Construction, Blackwell, UK. Wild R., (2002) Essential of Operations Management Continuum, UK. Read More