Project managers, by virtue of their position, have the ability to directly impact the projects they oversee. As such, the overall quality of the construction work, in part, is correlated to the manager's ability to direct others. By facilitating a mutual exchange of both information and responsibilities, project managers provide reassurance that work is completed in an effective manner. To best prepare for their roles and responsibilities project should undertake three primary tasks. First, project managers should consult with client to properly evaluate the overall contract terms, and requirements. Second, the project manager is to provide each member of their respective teams, key metrics of performance evaluation to meet contract requirements. Finally, project managers should create communication networks with the applicable clients to ensure that contract requirements are being met. By utilizing these three methods of preparation, project managers can ensure that their client's requirements are being met in an adequate and effective manner. To avoid contract disputes, client expectations must...
Through a discussion on client expectations, project managers can better ascertain the likelihood of success during the implementation phases. If client expectations are overly optimistic, the project manager is better able to provide the proper guidance regarding the projects outlook. With a candid discussion regarding expectations with the client, project managers can also avoid unwarranted surprises that often occur during the implementation phase of the contract. A preliminary discussion also provides the project manager to showcase his overall aptitude and ability to complete the project in a timely fashion. This ultimately reinforces the clients trust in the project manager while simultaneously abating the influence of high expectations. Through the established relationship of trust between the client and the project manager, project implementation will be conducted more efficiently.
"Brainstorming, scenario planning, and expert interviews is the tools highway engineers commonly use in routine engineering and construction management tasks." (U.S. Department f Transportation 2007 P. 2). Table 3 reveals the summary of the tools and technique in the risk identification process. Table 3: Risk identification tools and techniques PROJECT-SPECIFIC DOCUMENTS PROGRAMMATIC DOCUMENTS TECHNIQUES Project description Work breakdown structure (WBS) Cost estimate Construction schedule Procurement plan Team issues and concerns Historic data Checklists Final project reports Risk response plans Organized lessons learned Published commercial databases Academic
5.4: Accept Bullring team accepted some risks; however, the company developed the effective cost and schedule strategies to manage these risks. For example, the company allotted sufficient fund to militate against risks associated with the project costs and schedule. Table 2 presents the compressive list all the risks deemed to affect the outcome of the Bullring project. Table 2: Associated Risks on the Project Cost Related Risks: Index Scores Tight project schedule 0.67 Design variations 0.49 Project variations from
Chapman (2001) equated the dangers explained within the Central Computer and Telecommunications Agency Publication "Management of Project Risk" into the design threats that included however were not restricted to "trouble in catching and pointing out the individual requirements," "problem of approximating the time and resources needed to finish the design," "trouble of gauging development throughout the advancement of the design." Chapman likewise specified that the design group's thorough expertise
Conclusion In understanding the facets of a PFI/PPT construction endeavor, one must first understand the aforementioned facets of the partnership that will come into play from the construction project's inception to its completion. The decision to engage in such an endeavor is clearly one that is subjective, but should be undertaken carefully in gauging the risks involved. References Akintoye, A., Bing, L., Edwards, P. And Hardcastle, C. (2004). Risk allocation preferences in PPP/PFI
Construction Project Planning Phase Your clients have secured the financing to develop 48 acres land into mixed-use buildings. They have asked you to draft a high-level project plan to begin the more detailed discussions. Forty percent of the site is an undeveloped field, and the project must include a nursery school. Where should you begin? Based on your readings and your experience, identify the approach you would take to drafting this high-level plan. Describe
(in its turn, the financial environment must be understood with reference to the wider economic situation.) Cost control is the activity which compares cost performance against the cost plan, adjusting one or the other dynamically by reference to the changing circumstances in the project's financial environment. (Hughes, 1991, p.1) 2. Time Control -. Timing is influenced by many environmental factors, but the client's attitude to the timing of the project
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