Introduction to Part 1
Project management of medium and large construction projects has
become well established as a way of developing and creating a new
capital facility. This form of management is particularly appropriate
where the work is of quite long duration, involves many different
design skills, construction specialists and trades, and in the end
result must satisfy many different groups of people. This qualification
certainly applies to most public works programs and projects, industrial
complexes and private commercial developments.
Yet the application of this management process does not necessarily
assure a successful project. Many are the complaints of schedule
and budget overruns, or complaints with the quality or productivity
of the resulting facility. Or dissatisfaction with the contractual
arrangements may be evidenced by the proliferation of disputes and
litigation between the contracting parties. Why should this be,
and how can performance on current and future projects be improved?
The very reason which makes project management appropriate, namely
the necessity to involve many people in the planning and implementation
of the project, is at the same time its weakness. This is because
those involved are not all necessarily familiar with this unique
form of management. This may be attributed to the players often
having their individual conflicting agendas, but in any case the
number of people on most large projects who fully understand the
process and broader purpose of project management is still quite
limited.
How then can the sponsors of the project and senior executive management
satisfy themselves that the desired end results in terms of quality
and productivity will in fact be achieved. That the project will
be favorably received by those affected by it during and following
completion, and that the project goals and objectives have not somehow
been changed in the interim, or, indeed, that they are still appropriate?!
How can this required "comfort level" be assured? Rely
on project status reports? Perhaps, but not always! Project reports
tend to have a relatively narrow focus on work accomplished and
the status of cost and schedule. In any case, what if the project
status reports clearly indicate that the project is not going according
to plan?
The answer seems to be some form of independent project management
assessment and corresponding recommendations. Such an assessment
should be designed to scrutinize the project's management, test
its effectiveness, and if found wanting, to make recommendations
for corrective action.
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Index
