Project Planning Management and Control - Essay Example

? Project Planning Management and Control By of [Word Count] Introduction For the successful planning, implementation, management, and evaluation of projects, several critical elements or factors must be taken into consideration and addressed. These factors relate to project planning, management and control among other processes in information technology, design and development, and construction projects. Because of the significance of infrastructures and other buildings/structures in modern society, the construction industry has not only recorded an increase in activities but also in the number of individuals and organizations entering the industry (Young-Hoon, 2003). However, it should not escape the construction industry stakeholders that there are certain core factors and challenges that unpleasantly affect the planning, implementation and the completion of construction projects (Cleland and Gareis, 2006). Thus, construction stakeholders have to be conversant with and knowledgeable about the core principles of project planning, control, and management to successfully execute construction projects. Generally, project management entails all activities that deal with leading, planning, securing, organizing, administering and controlling resources so that defined project goals and objectives are achieved. Unlike normal business undertakings, construction projects are rather unpredictable, non-repetitive and rarely permanent in the functional activities that create the desired objectives. Project managers and workers thus require special and distinct technical and management skills/strategies to ensure all project factors and challenges are identified and addressed thoroughly (Cleland and Gareis, 2006). This paper explores the various factors and challenges in construction projects and the possible solutions to the challenges. Included among the challenges to construction projects are several needs: to achieve all of the project objectives and goals, to optimally allocate and integrate resources and to honor the predetermined limits. Factors in Construction Projects The contracting phase is among the critical factors in construction projects. Thus, even before a construction project commences, the tendering process is a rather critical phase, implying that an effective contracting team and policy are established first. In most cases, project owners hire project contractors, whose duties include the coordination of all sub-contractors for a project. Different projects require different types and number of contractors. For instance, in simple housing projects, sub-contractors could be metalworkers, plumbers, electricians, carpenters, roofers and dry-wall installers. Effective contractors ensure that no gaps exist between the completion of one stage and the commencement of the next, thus saving time, cost and labor (Kerzner, 2003). Sound contracting principles and practices also ensure that only the best contractors that would not cause project friction by allowing job overlaps and delays are hired. Effective contracting is thus not only essential for the ordering and supplying of materials and laborers but also for the coordination of both off- and on-site sub-contractors (Kerzner, 2003). Furthermore, contractors serve as the link between project owners and workers through properly established communication avenues. Among the other construction project factors worth noting are efficiency, organization and project safety. To progress smoothly and realize its goals and objectives, a construction project requires the highest levels of planning and organization. The first indication of organization in construction projects is the presence of labor on-site with all the processes and material supplies well-coordinated (Phillips, 2003). This process and material coordination is particularly important for projects that rely on different suppliers for materials. In fact, in such projects, it would be quite costly if materials are omitted or supplied late. The increased cost could be in form of money, time or reduced efficiency. Besides the excellent coordination of construction activities and materials, project tasks should also be executed in a manner that ensures and promotes safety and security standards, thus reducing or preventing loss and injuries. Legal and Ethical Regulation Just like other industries, the construction industry is also governed and regulated by certain ethical and legal standards and laws. In fact, the regulations and standards for large construction projects and organizations could be quite overwhelming for small firms. Most affected by these rules and standards are newcomers to the industry that are either inexperienced or lack the sufficient levels of exposure, education and skills to operate within these laws. Perhaps the most obvious regulations deal with occupational safety and workers’ welfare and health. Generally, such regulations require that project employees’ physical being is protected (Phillips, 2003). For example, by erecting signs next to dangerous or hazardous substances or places in a project site, the firms would protect employees from site-acquired accidents. Failure to erect such safety signs could cost construction firms a lot of money due to employee litigation for compensation. In extreme cases in which contractors and project owners fail to comply with most or all of the legal and ethical regulations and standards on safety, health and other related issues, project sites could be shut down altogether. Such shut-downs would obviously be costly to investors, contractors and workers. The situation would become even graver if a project was financed through borrowed money on which hefty interests are charged. Quality control is the other vital factor for construction projects. The necessity of quality control is supported by the fact that project processes could be executed in so many wrong ways that failure to control the techniques could be suicidal to projects (Project Management Informed Solution, 2012). Therefore, it requires intelligent owners and contractors to discover and settle on the right methods of implementing projects. It is thus imperative that such a contractor or a project owner hires the right and like-minded workers for the project in question. Critical Success Factors The implementation of the above, among other project factors, is thus quite crucial to the successful implementation of construction projects. Project stakeholders at all levels must, therefore, be skilled and competent enough to implement all the critical success factors. Among the critical success factors without which the successful completion of a project could be in jeopardy are the proper organization, quality of work, subject/project knowledge, time management and cooperation (Project Smart, 2012). The first step in the implementation of the above project factors is the definition of the key focus of a project followed by the creation of the goals to be achieved throughout the duration of a project (Project Smart, 2012). After the goals have been established, the relationship between the goals and the critical project factors should be established and discussed by all the stakeholders. In addition to the critical project factors discussed, there are several challenges that construction projects present to those involved. Common Construction Projects Challenges and How to Avoid Them The first challenges encountered in a construction project are the many ethical and legal regulations and standards involved. In fact, the legal challenges have become more serious in recent times, resulting in a rise in liability suits against owners and contractors by the public and project workers. It is thus necessary that construction firms reexamine their legal and ethical policies and practices to ensure that they conform to all the latest policies, regulations and laws (West, 2012). The common type of legal challenge is failure by construction project owners, contractors, subcontractors and financiers to devise good contracts. Developing foolproof contracts should not be a preserve of large construction projects. As a matter of fact, even small construction projects require well-written contracts. A good contract should thus contain the provisions for handling changes in projects and the methods by which disputes should be solved during project implementation. That is, there should be consistencies in the mechanisms by which project owners, contractors, subcontractors and workers solve disputes and effect any changes in project processes. Failure to communicate and document project processes and changes is the other challenge faced by construction project stakeholders. As a consequence of the failure to communicate project processes and objective changes, projects are faced with the challenges of delays and the failure to meet expectations (Ford, 2012). Identifying, Resolving and Coping with Challenges Because of the imminence of the various construction project challenges, it is imperative that project owners and contractors have a plan in place to resolve and cope with these mostly unexpected issues and challenges. Since projects challenges are often unexpected, project stakeholders, more so owners and managers, should always be ready to deal with them so that their prospective effects on project processes are eliminated or reduced. In ideal situations, resolution mechanisms should be established beforehand to ensure projects and objectives are on schedule despite the emergence of challenges (Ford, 2012). Of greatest weight in coping with project challenges is issue management, which entails the identification and resolution of staff/supplier issues, technical problems and material shortages that may impact negatively projects and their outcomes. As a matter of fact, poor issue management policies and strategies could result in unnecessary conflicts, failures, and delays in the realization of project goals and objectives. Importantly, project stakeholders ought to differentiate between project issues and risks. While it is possible to have a general idea about the risks a project might be exposed to, the issues are quite unpredictable and could arise without a warning (Mind Tools, 2012). An example of a risk that project stakeholders could be aware of is inability to find and hire the right workers while an issue could be an accident or hospitalization of a worker. It thus pays to identify risks before project initiation and implementation. Furthermore, risk/impact probability chart, a rather appropriate tool that provides the framework for risk prioritization, should be developed and risk management plans drawn (Mind Tools, 2012). Issues should, however, be dealt with as they arise since they are quite unpredictable. Issue logs should thus be designed for the identification and resolution of project challenges. Such a log would help project owners and other stakeholders to create a safe and dependable mechanism for raising and addressing issues. Second, project managers would be best placed to track and assign responsibility when issues related to process gaps, inconsistencies, or conflicts arise. Further strategies for tackling project challenges are sound analysis, prioritization and recording of issue resolution techniques for future reference and projects (Mind Tools, 2012). It is also important that project owners and contractors categorize and describe all the possible issues and risks that a project may encounter during its lifetime. These issues could be divided into the following categories: technicalities, business, change management, resources, third parties and timing (Hamilton, 2004). Project challenges should also be described in details that elaborate on their occurrence, impacts, priority, assignment/owner, resolution time and date. Conclusion Currently, the construction industry is perhaps one of the most rapidly expanding sectors. The expansion of the industry is followed by a corresponding increase in the factors and challenges encountered in the implementation of a project. Among the core factors that project owners have to address for the successful initiation, implementation and completion of a project are effective contracting, organization, and project safety, time, labor, and material resource management. Besides the factors, there are certain challenges (issues and risks) that projects encounter. These challenges could be related to technical issues, business, change management, resources, third parties, and timing. The right policies and strategies to resolve and cope with such challenges must, therefore, be developed and implemented. Reference list Cleland, D. I., and Gareis, R., 2006. Global project management handbook. McGraw-Hill Professional. Ford, P. W., 2012. Top ten project management challenges. [online] Available at http://projectmanagementcourse.com/project-challenges.html [accessed 29 July 2012]. Hamilton, H., 2004. Handbook of project management procedures. TTL Publishing Ltd. Kerzner, H., 2003. Project management: a systems approach to planning, scheduling, and controlling. 8th ed. John Wiley & Sons. Mind Tools, 2012. Project issue management: Identifying and resolving issues. [online] Available at http://www.mindtools.com/pages/article/newPPM_69.htm [Accessed 29 July 2012]. Phillips, J., 2003. PMP project management professional study guide. McGraw-Hill Professional. Project Management Informed Solution, 2012. Most common challenges on projects. [online] PMIS. Available at from http://www.pmis.co.uk/what-goes-wrong-with-projects.htm [Accessed 29 July 2012]. Project Smart, 2012. Project Planning: A Roadmap for Achieving Project Success. [online] Available at http://www.projectsmart.co.uk/project-planning.html [Accessed 29 July 2012] West, C. K., 2012. Five common project management challenges. [online] Project Insight. Available at http://www.compaid.com/.../West-fivechallenges.pdf. [Accessed July 29, 2012]. Young-Hoon, Kwak, 2003. A brief history of project management. In: Elias G. Carayannis, Kwak Young-Hoon, Frank T. Anbari, eds. 2003. The story of managing projects. Greenwood Publishing Group. Read More