Implementation of Project Management Innovations - Coursework Example

Project Delivery Implementation of Project Management Innovations Implementation of Project Management Innovations 0 Introduction A project is an innovation in the society to improve or alter the life, environment or how people behave from a current state to future development. The time of initiating this project is scheduled and the implementation of the project set to be done within the time frame that has been put. For example the project in this case is twelve schools that are to be built in eight years by the Caledonian Contractors. Meredith & Mantel (2011, p.5) define project management is the process of applying knowledge, skills, materials and necessary techniques in a project implementation so that its objectives can be met. It starts from the initiation of the project, planning, execution, controlling then the closure of the project. The team that has been selected to manage the project should be able to: Know the size of the project, time, cost, challenges and the quality of the project. How they will manage other members of the project. Know the major requirements of the client and the project. Strategies have been put in the management and are expected to be implemented during the construction of these schools so that it can be completed within the time set and successfully. On these strategies, the responsibilities of each stakeholder during the project has to be clarified, the decisions that will be taken will also have to be agreed on and each of the members has to agree on how supervision of the process will be done to ensure that the objectives of the project are met. 2.0 Risk Tolerance and Decision in Project delivery Risk tolerance refers to the degree at which the choice of project delivery is made when looking for favourable outcomes. It is preferable to choose paths where risk is consistent with tolerance. The idea of risk is applied to decisions made when choosing project delivery methods and project delivery models. It is essential that new project delivery methods focus on collaboration while eliminating adversarial nature of traditional methods of project delivery. The collaborative models can be structured as mergers, hires, and partnerships depending on the basis of the project (Hobbs 2009, p. 52). Collaborative teams are obliged to offer reliable leadership to deliver the project according to the client’s cost and quality while at the same time take inherent risks in design and construction of the project. 2.1 Planning Failures When planning on how the project will be done, the project manager should be keen not to make failures associated with planning. Factors that may lead to planning failures include: When the management team fails to analyze the entire context of the project and assume that it would be systematic during the entire project. Not putting into consideration what other members that are included in the project point of view in the discussion of the strategies of the management. Setting unrealistic objectives that are expected to be met within the eight years that the twelve schools are to be constructed. Stakeholders having different goals of the project that is to be executed by them. Not putting into consideration what may arise and cause the slowing down of the project like the weather changes within the eight years, this will make the management not plan on how they will flex during such events. 3.0 Key Considerations 3.1 Delivery and Management Before project delivery methods are defined, a distinction must be made between delivery and management aspects of project delivery. Delivery is defined as the method used to assign responsibility to an institution or individual for design and construction services. On the other hand, management refers to ways of coordinating the processes of design and construction (planning, staffing, organizing, budgeting, scheduling, and monitoring). 3.2 Technology Building Information Modelling is an efficient software tool for project delivery. It is a technological choice that allows IPD processes to work successfully. This tool offers collaboration with IPD projects during delivery since it creates a shared database of information that is accessed by team members. Through such collaboration, team members participate in specific areas of expertise to deliver project design, value-added decisions, advancing the outcome. 4.0 Project Management Cycle Each project that is set should have a life cycle from the time it starts to when it is expected to be completed. The project management cycle shows the phases of how the programming of the project has been done. The phases of the cycle are: 1. The cycle shows from the time when the idea of the project is initiated and this will be indicated as a statement that will tell the mission of the project, how the implementation of the project will be approached and its main values. The objectives of the project should indicate its expected contribution, effects of the project, results it should bring to the society and the activities that will be done in the project so that its usefulness can be known (Project Management Institute 2013, pp. 54-60). 2. After the objectives have been clarified, how it will be carried out the project can now be identified on its scope, its areas of challenge that will affect its implementation and how they will be planned for. 3. It is then prepared and then designed depending on the time that it is expected to be done with the other partners that will be working in collaboration to complete the project. The construction of twelve schools within twelve years and it is to be done in three phases and each phase is supposed to be completed within eighteen months. 4. Planning can now begin when the design has been produced and has been approved by the state law and if it meets the building regulations of the state. The designed project is broken down into simple work packages and how they are to be performed. The planning will cite the strategic, tactical and operational planning that will be used throughout the life of the project. 5. Supervision will be done throughout the project life so that errors are identified quickly as they arise and addressed on time. Supervision will be done basing on the size of the project. 6. When the project is about to be completed there should be a review and an evaluation that will be made. It is evaluated if it has delivered the results of the project. 7. When the project has been completed and terminated the management will carry out an assessment on the impact of the program that was used in the managing the implementation of the completed project. Factors that will be put into consideration when carrying out the assessment are: To what capacity the objectives were fulfilled. If the schools are used on what they were constructed for The said project should be completed within the time given, the estimated cost, and the specifications that were put when designing and should also meet the requirements of the client for it to be successful. 5.0 Project Delivery Innovations Most contractors have criticized the traditional methods of delivering projects such as the design bid build claiming that they do not have any innovations, the time for delivering the project are take longer time, and at times the project costs beyond the estimated time. Due to these factors that disadvantage the traditional methods, there have been consistent methods that have been invented to improve on project delivery (Nagarajan 2004, p.65). The qualities that the new methods should meet are: The ideal method should save on cost. Seek innovation Reduce the number of workers in the project Desire to work with the new technologies and integrations Should have potential in partnering schemes Keep off from litigation Should win the trust of the entire process For a manager to be able to deliver the project as per the wants of the client, they should be able to innovate ways on how they will attain high quality deliverance of the project. The delivery of the project is in phases and each phase has its methods that should be followed to ensure the goal of the project is attained (Tonnquist 2009, p. 5-12). 5.1 Pre-Construction Phase In the preconstruction phase, the construction manager should: I. Work with the client, and the A/E team. This will help them to: Estimate the right costs of the entire project analyze and criticize the schedule, and create a work sequence that will see all the crews involved work equally. Identify the risks how they can be solved and know how much it will cost to handle the risks. The methods that will be used in the construction are also reviewed and the abilities of the construction methods evaluated and those that are feasible selected. Will be able to develop the work package that will help them bid for the project of constructing the said schools. Will also be able to develop GMP that will enable him meet the requirements of the client and within the budget estimates II. Construct the project management plan that they will use. The plans should include: The general plan of how the construction will be managed Plans on the measures that will be taken for safety, environment friendly project, amenities within the site, security and other plans that will be necessary. The subcontracting that the project will need. III. Construct the early work amendments. 5.2 Construction Phase During the construction phase, the construction manager should do the following tasks in order to deliver the project: i. Make arrangements on how the materials will be purchased, checked and delivered on site. ii. Provide the skilled labour, equipment and the required management to the construction, iii. Perform duties as the general contractor on site iv. Ensure that the project is constructed as described in the plans and the specifications that have been provided. 5.3 Post Construction phase i. Carry out an inspection on the work to know the defects and deficiencies ii. Assist the owner in taking over of the project iii. Get the warranties that are provided by contractors and suppliers throughout the project Other innovative measures that can be taken to improve the delivery of the project are: 1) Focus on the process to be taken and the risks: this is relevant because: The design of buildings and their construction is a risky activity. Over time buildings have continuously becoming complex and there are greater risks in the new designs, construction processes and operations. Define the risks that can be insured and those that can be managed The construction manager should make sure that the risks are rightfully managed throughout the design and the construction process of the schools. The construction manager can also apply the features of lean in product production systems. The features include: The interests of the stakeholders in the process of construction should be aligned with the contract. All the workers should be involved in relating decisions throughout the life of the project. All the design criteria should be considered when creating and choosing the options in design. All the life cycles should be put into consideration while carrying out the design process. Activities that will be carried out during the project should be done with responsibility. Reduce all the variations that may arise during construction so that work is done within time, quality of the production and rely on the plan that was initially set. Schedule for the variations that cannot be avoided Set the standards that the project should be built to while starting the work this will help improve how the work will be done (Molenaar & Yakowenko 2007, p.75). 6.0 How to Spur Innovation in project Delivery Due to the interest in innovation, there should be measures to reduce the factors that have been used before, and put into practice innovative ways. This can be done by: Avoid the older solutions to design and use the modern ones if possible the latest designs. Always set the goal of the cost to be spent below the cost that has been set All the work should be scheduled to be done within a short time; the manager should reduce the time for the construction, like the time set for each phase in this project is eighteen months, for an innovative manager, this time can be reduced. Reduce the lay down space Set a target for production that is better than the current best practice. Different delivery systems have their advantages and disadvantages that the client should observe while selecting which will be used in delivering this project (Forbes & Ahmed 2010, p. 80). 6.1 Design-Build Design-Build is a method of project delivery where a selected contractor is supposed to design and construct the building. This method is convenient where the time to execute the project is little. Advantages The number of staff is reduced because it is a single contractor responsibility Saves on costs Projects are completed within a short time. The management of the arising risks are improved Design and construction are integrated The design will reflect the ability of the contractor Disadvantages Competition is limited The costs for the tender are high The client has to decide fast on the contractor because the entire process depends on them (Levy 2006, p. 74). 6.2 Construction Management At-Risk (CM At-Risk) CM At-Risk is a project delivery method that requires the contract manager to make a commitment to deliver the project within a GMP (Guaranteed Maximum Price). This method is sufficient in a situation where the client has less staff to manage the project. Advantages The owner is guaranteed flexibility The is a legal position as the general contractor of the project Responsibility for time and excess costs The contractor holds and manages other trade subcontractors Disadvantages Difficult to control the designer and the contract manager Difficult to monitor the phases and packages, changes in costs and the changes to the schedule A lot of paperwork is put to the client 6.3 Construction Management at Fee Construction Management at Fee is a delivery method that the contractor agrees on a fee with the client. Advantages The objectives of the contractor and the owner are aligned The negotiated contracts give room for the manager to participate in the preconstruction process of delivering the project There is allowance for changing the size of the project and its complexity The owner is able to access all costs of the project The bidding process can be changed The best construction managers are selected (Melton 2008, p.24) 7.0 Conclusion There are many differences in the methods that the client chooses to be used in the delivery of the project. The methods although should be chosen depending on what the client prioritizes in the implementation of the project. The projects that Caledonian Contractors want to bid for, the Design Build maybe ideal because the time that has been set to carry out the different phases is so short. Secondly, the option will offer the Caledonian opportunity to design the buildings as construction is done, making buildability of the project viable. This will enable the company complete the project within the set time frame. 8.0 Reference List Forbes, L. H. & Ahmed, S. M. (2010). Modern Construction: Learn Project Delivery and Integrated Practices, CRC Press, Florida; U.S.A. Hobbs, P. (2009). Project Management, Dorling Kindersley Limited, London; U.K. Levy, S. (2006). Design-Build Project Delivery: Managing the Building Process from Proposal through Construction, McGraw Hill Professional, New York; U.S.A. Meredith, J. R. & Mantel, S. J. (2011). Project Management: A Managerial Approach, John Wiley & Sons, London; U.K. Melton, T. (2008). Managing Project Delivery: Maintaining Control and Achieving Success, Butterworth Heinemann, Oxford; U.K. Melton, T. (2011). Real Project Planning: developing Project Delivery Strategy, Butterworth Heinemann, Oxford; U.K. Molenaar, K. R. & Yakowenko, G. (2007). Alternative Project Delivery, Procurement, and Contracting Methods for Highways, ASCE Publications, Virginia; U.S.A. Nagarajan, K. (2004). Project Management, New Age International, London; U.K. Project Management Institute (2013). A Guide to the Project Management Body: PMBOK Guide, Project Management Institute Inc., Pennsylvania, U.S.A. Tonnquist, B. (2009). Project Management, Academica Press, California; U.S.A. Read More