Project Planning in Hotel Construction Management - Essay Example

PROJECT PLANNING IN HOTEL CONSTRUCTION MANAGEMENT Insert Insert Introduction It is quite evident that the enormities of some projects cause a distortion to the efficiency of project planning. Computerization of the scheduling and planning duties through packages bring a significant aid to the tasks of project planning. The continuity in the development of easy-to-use computer software and graphical presentation improvement in the media overcomes a majority of the practical problems that are in association with the mechanisms of formal scheduling. Software characteristics The criteria of the evaluation used falls into three broad categories: General characteristics: the features consist of the list price of the system, its commercial name, the address and name of the software house, and the primary task of its design. Technical features: the feature gives allowance to the examination of its modeling, graphical presentation, resource scheduling, resource assignment, cost allocation, tracking, and data transfer capability. Specialist features: the characteristic assists in the identification of specialist features that find use in delay and claim management in addition to planning and scheduling features of software packages (Asano, Deguchi and Yoshitake, 2002). Software packages The examination of a project management software leads to this level as the primary useful entry level. The availability of every single program in the market leads to a particular functionality for a user. Project planning software packages limits itself to sophisticated packages, advanced packages, and market packages (Clough, Sears and Sears, 2000). Mass market level packages The package provides a representation of the greater part of the software that is under consideration. The characterization of mass market software packages is on a basis of their provision attempt of ‘a little something for every customer’. The user gets an offer of facility to handle more activities by permitting the user to the performance of certain control functions, additional user-defined options, and limitation of albeit the mode. The packages facilitate fundamental project management functions (Dinsmore and Cabanis-Brewin, 2011). Examples include the allowance of resource allocations to tasks, the entrance to individual cost data levels, the provision of predetermined reports in a limited range, and the specification of the required view by the user. Advanced level packages The identification of the package provides a basis for its ability to offer the package’s facilities at mass market level with more control functions on the project. The inclusion of the package is a limited project tracking operations, more powerful user-defined reporting formats, the ability and allocation of different cost data types to tasks, and the distribution of variable resources to tasks. The advanced level package offers a significant increase in functionality as an addition (Lock, 2004). The provision to the user tries to emulate a standard of easiness in its use and understanding. Sophisticated level packages The package provides an allowance to the user of creating a bespoke system for a specified project. The user access to full project control activities is as a result of the package with full tracking and update of the project. When it comes to the choice of a software package for delay and claim work, some additional features require consideration. Data input: the facility should provide easiness in use such that a beginner can be able to use the product and produce an output from it. On the other hand, the image presented should not be too simplistic in order to appeal to experienced project managers. Project tracking: it is one of the most important features in the examination of computerized project management software role in the claims of time-based construction. For the completion of project tracking, the packages must be able to assure the user with the capability of resource plan, budget, schedule inclusion, and freezing a project plan. Networking mode: the protocol describes the way by which the relationship between tasks gains meaning to a user. The relations include start-to-finish, finish-to-start, finish-to-finish, start-to-start, and the specification of the lead/drag durations. Resource planning: the importance finds basis in modeling and control of the necessity of costs and resources in the mitigation of delays and claims. The minute differences in the review details that are under consideration are of grave importance to the user. Cost planning: the approach of cost planning is in two ways. The techniques include the writing of the program with costs for each activity or the writing of the program with only fixed costs for each activity with definitions to the unit cost. Reports: the characteristic leads to the provision and presentation of reports to management or personnel for information study and future assessment of required actionable outcome. Data integration: the data transfer environment should provide a link to other software packages in place (Lock, 2004). Project planning practical problems and solutions to risk deduction Ever-changing requirements: it is of grave importance to have clarity in the project plan from the time of its mapping to the completion of its stage. The client in turn becomes more precise in terms of the necessary requirements as this will help in the upkeep of the project to be in track. Quantifying the adjustments with numbers is an easier technique of keeping track of things. Slow communication: constant interaction with the client is significant to enable a project to move forward. A more drastic solution would be an involvement in an extra work schedule ahead of time as this will prompt the client to be a part of the ongoing planning for verification purposes. Sound judgment should be the primary concern when packing forward to gain the customer’s interaction for consultation and approval. Shifting organizational priorities: the uncertainty is due the changes in the nature of the economies and organizations. The role of a project manager in the environment is a frustrating experience. The team involvement against anti-management attitude is valid when there is a threat to the project’s life (The Warren H. Manning Research Project, 2006). A revision of the project plan ensures gains from the commitment of the team towards a new schedule. Lack of project management skill: the existence of a project management office provides a constant involvement in the project’s design, development and execution. The participation in educational discussions and seminars are a requirement in the curriculum for project success in project sponsors and functional management. Activities of subcontractors work The schedule of the contractor needs to have a reflection of the project’s responsibility for the maintenance of the company’s wide program. Detailed program expectations are a necessity for the coordination of the project. If the deliverance of the information to the subcontractors is not effective, the result of unresponsiveness and increased expenses will be a continuous outcome. The Subcontractors’ technique for estimation and scheduling of work should be by system and not by the use of the geographical area (Walker and Shen, 2002). The method creates an allowance for proper flow in cost accounting. The sharing of the schedule of the subcontractor with the general contractor is of grave importance prior to the construction schedule. For the effectiveness of maintenance and communication programs, both the contractor plan and the master schedule should have a similar structure and format. The subcontractor and general contractor will gain a platform for sharing and integration of programs without considering any other additional input (Weck *, 2005). Intermittent delays are a letdown to subcontractors and the proper sufficiency to the enactment of its development should bloat out the delay effects during an active activity. Therefore, the start-to-start relationship is a discouragement since a delayed proceeding work will not give a logic translation to a delayed successor work. The consideration of resource involvement serves as a key to subcontractors for proper scheduling since their work is crew-oriented (Lock, 2004). The speed, at which the completion of a workload reaches an accomplishment, depends on the size of the crew. A realistic resource plan saves money inefficient work. Activities of offsite constructor Reduction of construction time simplifies the building process by lowering the site-related costs for constructors for an earlier income generation for clients. The reduction in site disruptions and hazards such as decreased road closures ensures quicker completion of projects. High quality and better control in the factory, high levels of consistency, and product trial and testing in the mill mitigates negative sentiments about offsite manufacturing processes. The testing of the products gives way to better control of safety factors/ margins (Dinsmore and Cabanis-Brewin, 2011). The delivery consists of better product consistency, quality, component life, and a reduction in the whole life cost. The design improves the quality through a refined manufacturing process. New or different material processes are now in use. Lowering of cost where work is under resource pressure, where workforce is in remote areas, and lowering of the whole construction cost drives offsite manufacturing to another level of efficiency. The site-related cost of construction gets a reduction leading to an earlier income generation for clients. The trade living expenses in remote areas also collide with reductions (Clough, Sears and Sears, 2000). The whole-life cost needs more emphasis on understanding of the value rather than the labor costs. An improvement in the working conditions for labor and a reduction in the on-site risks due to lower likelihood and exposure reduce risks on site. The reduction is due to reduced time on site, reduced risk due to lower hazard exposure and fewer trades and people on site. Taking advantage of positive work benefits of offsite manufacturing can provide a workforce to promote the process. The risks give better control when in a factory environment due to increased responsibility on the designers. Requirements of project management The process deals with documentation, analyzing, prioritizing, tracking, and control change among relevant stakeholders. The requirements gain a subdivision into two categories: product requirement and project requirement. The project requirements are an identification to meet the project’s needs towards its readiness and completion. The product requirements meet the technical specifications based on the project (Dinsmore and Cabanis-Brewin, 2011). The requirements ensure performance specifications are conclusive. Requirements management approach: the approach can be a division of four areas: identification, analysis, documentation, and ongoing management conducted among various stakeholders. For the facilitation of the speedy completion of the hotel construction, all the implications need to be in favor of the human factors in place starting with improved working conditions for labor. With an improvement in the worker’s working condition, a controlled environment protects them from elements such as the rain and high temperatures. The same situation leads to a sense of job security, and the workers will not rely on subcontractor work leading to a more stable workforce and better loyalty (The Warren H. Manning Research Project, 2006). The associated risks would be low work ethics, high staff turnover leading to absenteeism and low commitment from some workers. Project planning in hotel construction management The level of implication of skills and knowledge are also significant in the speedy completion of the tasks at hand in a project. The offsite skills/ knowledge can revitalize the manufacturing sector in ‘traditional manufacturing’ areas with benefits especially in areas of low skills where labor costs are low. The local power base gains an elevation through skills training hence the favor goes to the systems with fewer skills requirement. The associated risks with the use of cheap labor may be skill shortages in bricklayers, ground workers, plasters, carpenters, and shop detailers (The Warren H. Manning Research Project, 2006). Environmental sustainability adds favor to the speedy completion of the project with waste reduction on the offsite and better housekeeping due to removal of trades. Sustainability solutions are through design gain towards a better incorporation. Offsite manufacture reduces on-site waste by up to 40% of landfill. Cleaner sites due to decreased on-site wet trades and this demonstrates better efficiency ratings due to better dimensional tolerance. Barriers 1. The competitiveness of offsite manufacturing is only possible with an increased volume in the workplace. 2. The stronger building structures are a requirement to survive transportation with no damage. 3. Processes differing from conventional construction techniques require the modification of site procedures and technology (Dinsmore and Cabanis-Brewin, 2011). List of References Asano, M., Deguchi, C. and Yoshitake, T. (2002). Development of a construction planning system to support the project management of land readjustment. Journal of Construction Management, JSCE, 9, pp.101-114. Clough, R., Sears, G. and Sears, S. (2000). Construction project management. New York: Wiley. Dinsmore, P. and Cabanis-Brewin, J. (2011). The AMA handbook of project management. New York: American Management Association. Lock, D. (2004). Project management in construction. Aldershot, Hants, England: Gower Pub. The Warren H. Manning Research Project. (2006). Journal of Planning History, 5(4), pp.365-366. Walker, D. and Shen, Y. (2002). Project understanding, planning, flexibility of management action and construction time performance: two Australian case studies. Construction Management and Economics, 20(1), pp.31-44. Weck *, M. (2005). Coping with project dynamics in an inter-firm project context. Production Planning & Control, 16(4), pp.396-404. Read More