dumaguing chapter2 organizing for project management

7/23/2019 Dumaguing Chapter2 Organizing for Project Management

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CHAPTER 2:Organizing for Project Managem

Prepared by:DUMAGUING, Julius Dean B


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Organizing for Project Management

2.1 What is Project Management?

2.2 Trends in Modern Management

2.3 Strategic Planning and Project Programming

2.4 Effects of Project Risks on Organization

2.5 Organization of Project Participants

2.6 Traditional Designer Constructor Sequence

2.7 Professional Construction Management

2.8 Owner-Builder Operation

2.9 Turnkey Operation

2.10 Leadership and Motivation for the Project Team

2.11 Interpersonal Behavior in Project Organizations

2.12 Perceptions of Owners and Contractors


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2 1 What is Project Management?

Application of knowledge skills, tools, and techniques to proactivities to meet the project requirements/goals.

Project management is the art of directing and coordinatingand material resources throughout the life of a project by usmodern management techniques to achieve predeterminedobjectives of scope, cost, time, quality and participation sat


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Project

Management

SupportingDisciplines

SpecialKnowledge

Domains

GeneralManagement

Basic Ingredients for Project Management


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Functions of Project Management for construction: Specifies project objectives and plans.

Maximize the efficient resource utilization.

Implementation of various operations through proper coordinatiocontrol of planning, design, estimating, contracting and constructientire process.

Development of effective communications and mechanisms for reconflicts among the various participants.


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9 Distinct Areas requiring Project Manager Knowledge and A Project integration management

Project scope management

Project time management

Project cost management

Project quality management

Project human resource management

Project communications management

Project risk management

Project procurement management


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2.2 Trends in Modern Management

Major developments in management reflect the acceptancevarious degrees of the ff. elements:

The Management Process Approach

The Management Science and Decision Support Approach

The Behavioral Science Approach for Human Resource Developme

Sustainable Competitive Advantage


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The Management Process Approach emphasizes the systematic study of management by identifying m

functions in an organization and then examining each in detail.

Planning, Organizing, and Controlling


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President

Vice President

Marketing

Forecasting Sales

Vice President

Production

Manufacturing

Fabricating AssemblingTooling

Purchasing

Shipping Expediting Rec

Vice

F

Accounting

Illustrative Hierarchical Structure of Management Functi


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The Management Science and Decision Support Approach contributes to the development of a body of quantitative method

to aid managers in making complex decisions related to operationproduction.

Decision Support System: emphasis is placed on providing managerelevant information.

Management Science: a great deal of attention is given to definingand constraints, and to constructing mathematical analysis modelscomplex problems of inventory, materials and production control,others.


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The Behavioral Science Approach for Human Resource Deve It gave importance to attitudes, behavior and performance of indi

groups in the organizations.

Human Factors

Needs, motivation, leadership, personality, behavior, and work


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Sustainable Competitive Advantage occurs when an organization acquires or develops a combination o

that allows it to outperform its competitors.

primarily from good management strategy.


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2.3 Strategic Planning and Project Programm

Strategic Planning organization's process of defining its strategy, or direction, and ma

decisions.


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Project Programming finalize the project objectives, determine the building and user req

establish a total building area, and set the scope of work.


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2.4 Effects of Project Risks on Organizat

Socioeconomic factors

Environmental protection

Public safety regulation

Economic instability

Exchange rate fluctuation


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Organizational relationships

Contractual relations

Attitudes of participants

Communication


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Technological problems

Design assumptions

Site conditions

Construction procedures

Construction occupational safety


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2.5 Organization of Project Participants

Project Stages:

Sequential processing

Parallel processing

Staggered processing


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Two Basic Approaches to organize for project implementatio

Separation of Organization

Traditional Sequence of Design and Construction

Professional Construction Management

Integration of Organization

Owner Builder operation

Turnkey operation


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Management styles

Matrix Organization

Project Oriented Organization


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Matrix Organization

each project may be staffed by existing personnel in the functionaof the organization.


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Project Oriented Organization

each project manager has autonomy in managing the project.


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2.6 TRADITIONAL DESIGNER CONSTRUCTOR SEQ

Used for Projects of moderate size.

Owner employs a designer (Architectural/Engineering firm) prepares the detailed plans and specification for the constru(general contractor)

Owner may select a general contractor either through compbidding or through negotiation.

General contractor is responsible for the construction itself though the work may actually be undertaken by a number ospecialty subcontractors.


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2.7 Professional Construction Managem

Used for very large Projects.

Professional Construction Manager

Work with owner and the A/E firms from the beginning and makerecommendations on design improvements, construction technoloschedules and construction economy

Propose design and construction alternatives and analyze the effe

alternatives. Monitors succeeding developments of project.


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2.8 Owner Builder Operation

Owner may choose to subcontract a substantial portion of tto outside consultants and contractors for both design andconstruction.


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2.9 Turnkey Operation

Owner entrust all responsibilities of design and constructionoutside consultant.

Contractor agrees to provide the completed facility on the bperformance specifications set forth by the owner.


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2.10 Leadership and Motivation for Project T

Project Manager

Creates an inspiring vision of the future.

Motivates and inspires people to engage with that vision.

Coaches and builds a team, so that it is more effective at achieving


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- Drives employees

- Knows how its done

- Uses people

- Takes Credit

- Commands

- Places blame for the breakdown

- Coa

- Show

- D

- Fixes


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2.11 Interpersonal Behavior in Project Organ

Interpersonal Behavior

behavior and actions that are present in human relationships.

affects the relationships between coworker and coworker, coworksupervisor, and even worker and customer.

work achievement, overall happiness, and even success.

poor work performance and can hinder problem solving and confl

resolution.


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2.12 Perceptions of Owners and Contra

Owners

All owners have the same perception of their own role, but they dsignificantly in assuming that role in practice.

The owners also differ dramatically in the amount of early planninproviding information in bid packages.

There is a trend toward breaking a project into several smaller proprojects become larger and more complex.

Most owners recognize the importance of schedule, but they adoprequirements in controlling the schedule.

All agree that people are the key to project success.


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Contractors

well defined scope

extensive early planning

good leadership, management and first line supervision

positive client relationship with client involvement

proper project team chemistry

quick response to changes

engineering managers concerned with the total project, not just thengineering elements.


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Different perception on construction project management

Common interest in creating an environment leading to succprojects

dumaguing chapter2 organizing for project management

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