Introduction
Project Management, as a concept, is one of the significant trends
occurring in industry in response to such severe pressures as unfavorable
economic factors, the inflationary spiral, the magnitude and duration
of construction projects, and increased and unpredictable regulatory
and environmental requirements.
It enables owners investing in capital works to maintain executive
control by dealing through a single entity that assumes overall
responsibility for feasibility, schematics, design, procurement,
and delivery. Further, it provides the managerial unity required
to achieve specific project goals within a functional organizational
structure, with minimum interruption to the organization's
on-going business.
This paper is intended to enlighten those who may be contemplating
project management, or who may be already involved, but are not
necessarily familiar with some of its key aspects. Comparison is
first drawn between project management and traditional management
philosophy. Features of project management are then outlined together
with a number of requirements that are fundamental to its success
and effectiveness.
Various typical stages in the life cycle of any project are then
identified, together with the all-important executive control points
between each. Particular reference is made to the 'Project Brief'
which is the culmination of the feasibility phase efforts.
The means of detailed project control through a formalized work
breakdown structure, and the characteristics and differing types
of work packages, are described. Schedule control and cash management
are also outlined.
The paper concludes with discussion of the opportunities to save
time and to further extend flexibility by means of Construction
Management, and how the whole approach may be established and organized
using outside resources to augment those of the owner.
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Abstract
