Introduction
It is reasonable to assume that the objective of a building project is to create
the best possible facility for a given level of expenditure. If this is true,
then the objective of management during the development stage of the project should
be to establish an effective project team, a unity of purpose and commitment to
results.
Yet the process of managing a project through the development phase is frequently
not well understood by the principal players. And the dynamics of their separate
interests may well run counter to the overall project objectives.
Indeed, in North America the adversarial attitude amongst the various segments
of the building industry is so entrenched that it is some times difficult to persuade
the parties to the project to act together in the common interest. At least, not
without good communication, or perhaps a gentle education program.
So, the development manager, or project manager, must be aware of the dichotomies
that exist and the pitfalls that he or she faces. This is the first step in understanding
and improving the performance of the team and the resulting development process.
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