Construction project management is an improvement on the traditional system, which means it tackles the traditional backbones of management. The empirical research contributed a lot to most of the unanswered questions and overall the feedback was positive about the success of construction project management and the achievement of the client's objectives.
Project Overview
At the end of the project, the original scope of the project had to be changed to avoid further cost increases and delays, according to (Steyn et al 2008). Planning restrictions that exist on the type of construction listed, making it easier for some locations to obtain or apply for permission than others.
Sub problems
A good example of a project that turned out to be a disaster from the perspective of the project manager is the Sydney Opera House. In the 1950s, it was recognized that there was a need to build this type of structure, and it was estimated that construction would cost 7 million Australian dollars ($A) and would be completed in January 1963.
Hypothesis
Scope and limitations of Study
Definitions and terms
List of Abbreviations
Importance and needs of the study
Research Methodology
This chapter illustrates the different types of procurement strategies, their characteristics, advantages and disadvantages in relation to the project objectives; it also compares this to project management in trying to find the most appropriate strategy while addressing the client's objectives. The aim is to try to depict whether construction project management dissolves other traditional systems or whether it is only an improved management system.
Project characteristics and procurement requirements .1 Project characteristics
The choice of a procurement strategy will depend on the nature of the business case and on the client's considerations when evaluating the most appropriate strategies. In this case, the choice of procurement strategy is important; some procurement strategies will allow for simultaneous design and actual construction for an early start of construction.
Procurement strategies
- Traditional System
- Management Contracts
- Design and Built
- Construction Management
- Project Management
There is no design brief unless the client appoints specific consultants; which increases the cost of the project. The client must provide a good quality brief team as the design will not be complete until the client has committed significant resources to the project.
Hypotheses test
Conclusion
Introduction
Definition to Risk
Risk can be classified into external and internal risk (Loosemore and Uher: 2006); external risk is that which is beyond the control of the project, for example national strikes, availability of resources and project location. Internal risk refers to events generated by the project itself, for example changes in scope and design errors in tender documentation, the use of difficult contract terms and bid purchases and lack of subcontractor coordination.
The Role of a Project Manager in Risk Management
Where to Start With Risk Management
The Benefits of Risk Management in Construction, (Smith et al 2006)
Risk Identification
Risk identification includes the identification of risks that threaten project outcomes; the aim of risk identification is to ensure that nothing important is overlooked; Failure to consider the needs and risks associated with the project can lead to problems such as; contract strategies that are not appropriate to meet the needs of the project, requirements that the project will inherit that may not be recognized at the outset, and many more risks that a particular project faces. Another effective way to identify risk is to use a checklist or risk profile; it is a list of questions that address traditional areas of project uncertainty; these questions were designed and refined from previous similar projects. Delphi is another risk identification technique used; this method is an established technique for obtaining consensus ratings from multiple experts.
Risk Management Analysis
Assuming that the variable is cost, the most likely value is 'b', the lowest possible cost is 'a' and the highest possible cost is 'c', Figure 3 the distribution is skewed to the left, indicating the negative risks ( events that increase costs) are greater than upside risks (events that can reduce costs), and the opposite is true when the distribution is skewed to the right. In project management, the concept of the project plan that responds to the changing conditions to meet the project's objectives. It also involves establishing changes in scope, budget and schedule for the project is an essential element of risk control.
Change control management
Risk assessment and updating should be part of every status meeting and progress reporting system. Management must be sensitive to the fact that others may not be forthcoming in acknowledging new risk problems. Although the occurrence of conflicts is highest during the planning stages, they are also found to be prominent during construction.
Case studies of risk management .1 Case study 1
Case study 2
About 70% of the total project value was procured before the construction of the project; the remaining 30% was subject to a precise cost estimate. To the extent that there is a possibility that the risk is not eliminated, the benefits of RM indicate that the risk is largely reduced. In the second case study, state that RM enforces management commitment when risk is identified; this results in fewer project duties affecting project cost and time.
Hypotheses
The risks were clearly described in the tender documents and specific actions agreed with the specialist contractors. Rigorous cost control procedures were established to identify program analysis, construction methods and sequences, resources and logistics. Detailed method statements were produced for each critical element and extensive RA performed by the program associated with the probability simulations.
Conclusion
Introduction
Traditional Management Verses Construction Project Management .1 General management
- Cost management
- Time Management
- Clients satisfaction
- Planning
For example, management processes are applied to the cost function during a certain phase of the project and management functions include scope, time, cost, quality, communication, human resources and risk, see figure 4.1 Constraint management requirements are planning. organization, execution and monitoring and control that form the management processes in CPM. Hiring a construction professional early in the earliest planning stages of a project reduces cost in the long run, resulting in fewer conflicts and higher quality early delivery. Success is to complete each of the job items within the given time frame.
Short comings of traditional management
Requirements needed for effective use of traditional management strategy, (NPWC/NBCC 1990:14)
The design of the project is established without involving the future main contractor or subcontractors. The client requires the advisers to provide advice and monitoring of the project through the design, documentation and construction phases. The time available for the project is such that the detailed design of the project is completed or may be substantially completed before construction begins.
Empirical survey
Did the use of construction project management help improve or worsen the attainment of client’s objectives?
NOTE: Some of the respondents stated that an improvement in each of these objectives was only the result of proper implementation of CPM. Some clearly stated that these benefits can only occur if the project is managed properly - if not controlled and maintained, it can be "chaotic". 90% of respondents indicated that quality is better improved, 80% improvement of time and other project constraints and cost budget are the least managed.
Were most of your construction projects successful with the involvement of construction project management?
The results of this table are the real determinants of whether the hypothesis is true or not. It also answers the main title of this treatise whether construction project management is effective against the client's objectives or not, in the South African construction industry. Most respondents indicated that the cost budget is the most difficult element to manage; this may be the case because it is not always sufficient in most projects.
Success or failure
Kindly indicate the preferred type of procurement system Table 4: System Preference, (Nkhabu: 2010)
The most preferred project system is construction project management; this confirms the answer to the question of whether CPM solves the shortcoming of the traditional system, the answer is yes, it addresses the shortcoming of the traditional system because it is the preferred use.
What was the level of involvement of the Construction Project Manager on your project?
System Preference
What was the level of over expenditure and delays in the project?
Involvement of a Project Manager
Please indicate the problems you encountered while using construction project management
PM does not have control over the design team because their understanding of the construction industry is not sufficient.
Hypotheses test
Over expenditures and delays
Project control
Change in scope will have a major effect on the cost of a project; this will require variation orders. Poor design will affect cost and time because additional items will be left that will need to be added, having a cost implication for the project. The client hires a quantity surveyor to monitor the cost of the project, but the project manager is responsible for controlling the budget.
Construction project management skills
- Minimum competences required and recognized by the (SACPCMP, 2006) guide are as follows
- Technical Competencies Knowledge of construction science
- Project management competence
- Manage the pre-qualification, tendering, adjudication recommendation and appointment processes
- Must have the ability to
- The skills and functions of a CPM
Here, the role of the PM is to help the client define the most appropriate organizational structure for a project. Chitkare: 2009). v) Advice on the selection and appointment of the contributor to the project and establishment of their terms of reference. The document quality and estimate quality strategies have less impact during the planning phase than in the later phases of the project development process.
Hypotheses test
In the case of most projects, engineering focuses on technical solutions with little regard for community interest or concerns and often fails to recognize market and macroeconomic change. Understanding the project and having a clear definition of case coverage is very important. Contingency definition helps to understand what is or is not covered in the contingencies included in the planning level cost estimates and can assist in management.
Conclusion
The same management process in conventional methods is still applied in construction project management and the systems have similar characteristics, but their objectives are different. Risk management proves that construction project management is effective towards the client's objectives due to its management content. Construction project management proved to be improving cost and time the most and addressing project constraints.
Conclusions
The benchmark of project management is massive in that it is not only used in the construction industry but in all South African business sectors and is surprisingly successful when implemented. Cost is seen as the most uncontrollable parameter in most projects and for that it requires careful controls and it must be given first priority, such a parameter will require scope and schedule management; risk management and construction project management. The research found that there is a relationship between the construction project management strategies and constraints that a project inherits, which in turn makes construction project management an effective achiever of the client's goals.
Recommendations
Clients should start using construction project management more as it is beneficial to reduce cost and time. A comparative analysis of a project with construction project management strategies and a project without these strategies should be done. Kerzner, H (2010) Project Management Best Practices, Achieving Global Excellence, 2nd Edition, John Wiley & Sons Inc, New Jersey.
CONSTRUCTION PROJECT MANANAGEMENT
ATTAINING CLIENT’S OBJECTIVES
QUESTIONNAIRE
AUGUST 2010
- What is your occupation regarding the building construction industry Practicing Built Environment Professional
- What is your professional background?
- Did the use of construction project management help improve or worsen the attainment of client’s objectives?
- What was the level of involvement of the Construction Project Manager on your projects?
- Kindly indicate the preferred type of procurement system
- What was the level of the project manager involvement in the project?
- What was the level of over expenditure and delays in the project?
- Please indicate the problems you encountered in using Construction Project Management
- What is your occupation regarding the building construction industry 76 % - Practicing Built Environment Professional
- Were most of your construction projects successful with the involvement of construction project management?
- Kindly indicate the preferred type of procurement system Table 2: System Preference
- Please indicate the problems you encountered while using construction project management
This questionnaire aims to determine the effectiveness and extent to which construction project management is used in the construction industry in South Africa. It also answers the main headline of this discourse on whether construction project management is effective towards client objectives or not in the South African construction industry. Construction project management is an effective procurement system and can be applied to solve most project constraints.
