Construction Project : Complex And Unique Environments

Management of construction projects needs skills and knowledge in modern management and comprehension of construction and design process. In construction projects, the relevant technology processes, and arrangements differ, but common sequence of events apply. Construction projects generally require a specification of the project plans and objectives that entail budgeting, scope, setting of performance requirements, scheduling, and project participants (Rojas, 2009). It also requires project management specifics like the resource utilization by procurement of materials, labor, and equipment to project plan and schedule. In addition, it leads to implementation of several operations by effective control, estimation, design, construction, and contracting (Mincks & Johnston, 2010). The sequence of events occurring in the construction phase is categorized into three broad areas including foundation, structural, and finishes sequence.

This document serves the purpose of critically analysing the differences that exist between managing construction projects and I.T Projects

The stages of the construction project management differ from the stage of business management, in several respects. For example, construction management first stage is the resolution; it is necessary to identify requirements relating to the project by the owner and choose a consult to help in completing a preliminary assessment for the project and the feasibility, also the impact of its presence in the economic and social development areas. However, planning is the first stage on

This concept could be widely used in the construction industry to increase productivity, and also to enhance organization amongst partakers involved. If there were professionals trained in investigating and scrutinizing various actions employed while a construction project is underway, they could easily identify where there is scope of improvement, and also provide suggestions to improve its

Projects that have insufficient recourses from the beginning will cause stress among the construction professionals. This may create a better working environment, as it will allow employees to have an adequate workload as well as a suitable amount of work responsibilities. Besides this, there is a need to clarify what is expected from each employee in his or her position. Job instructions and goals must be explicit for professionals, in order to minimize unhealthy distress and increase efficiency.

The design and construction of buildings can be a complicated business involving different professions, contractors, sub-contractors and operatives. This type of work is varied and employs many construction personnel with different roles and responsibilities, working together to complete a project in as successful way- on time, on budget and to the right specification. A large project would involve a great number of different activities:

According to the Associated General Contractors of New York State, “The construction industry is the second largest employer in the US, second only to all government employees including the armed forces.” (Associated General Contractors of New York State, 2014). This is a staggering number. However, in spite of this, the industry has suffered a decline in labor productivity beginning in the 1960’s that has continued its trend since that time and seems to be in no hurry to reverse its course (Teicholz, 2013). This paper will explore how Integrated Project Delivery (IPD) can be implemented by the construction industry to solve this issue by greatly decreasing (or even in some cases, eliminating) low productivity and waste, time/cost

Contractors, consultants and clients who engage in partnered construction projects in Hong Kong, are surveyed to compare from their diverse perspectives, expectations relating to targeted building project criteria. The differences between the measured results and the performance expectations of the various participants are all analyzed with the goal of promoting more research to ameliorate Hong Kong’s building industry. A research model is built to measure nine carefully selected construction project objectives to the actual results, and questionnaires are designed to compare the

According to Egan, inefficient practices as well as non-collaborative operational practices lead to disparity and dispute for all parties. It is therefore recommended that all parties understand project requirements, ensure client participation and operational transparency. The challenge is to achieve high performance amidst constraints and improve construction performance by concentrating on meeting end user needs. It is only through this that the project management can ensure value delivered to the client. To achieve the above partnering is imperative, and communication is vital.

There have been pressure to improve project in a more environmentally and socially responsible manner as they involve a number of coalition groups both nationally and internationally (Aaltonen and Kujala 2010). Therefore, a project is very significant to organisation and more meaningful when successful delivered with either tangible or intangible benefits. According to (Atkin and Skitmore 2008) and (Nguyen et al. 2009), successful completion of construction projects depend on meeting the expectation of interested parties throughout the project life cycle, and the project managers ability to manage these various expectation (El-Gohary et al. 2006;Bourne 2015). This is different from the traditional perception where projects were considered successful if they were delivered just on time, on budget and on quality, also known as iron triangle rule (Atkinson 1999;Chan and Chan 2004;Zanjirchi and Moradi 2012). Although Chan and Chan (2004) noted that, project success is a subjective issue implying that what may be considered as successful project by one party may not necessary be to other others thus a number of factors must be considered.

The productivity decline in the construction industry in recent years is mainly due to the schedule and cost overruns, poor coordination between the project participants and ineffective planning. Integrated project delivery (IPD) solves these issues by integrating project participants, processes, practices, systems, business and work structures into a process that collaboratively harnesses the talents, ideas and insights of everyone involved in the project. This method

Name: Abdulsalam Alsharari Professor: Sidney Martin Class: ENT 358 Date: 03/02/2016 Importance of Configuration Control in a Building Construction Project Introduction Fundamentally, construction projects can be viewed as grouped collections of information and data that require convenient and appropriate storage, organization and distribution to those needing them. Configuration control comes across as a means of signifying changes between the updated and previous version of prints and drawings. In the current paper, I will reflect on the importance of configuration control in a construction project. Configuration control is a critical aspect of a construction project because of the need to organize, store and distribute new information and data correctly and timely to all those who need them. Importance of Configuration Control in a Building Construction Project In understanding what configuration control entails in a construction project, one has to take into account that the procedures involved to control and administer changes are established based on a baseline and associated documents and drawings. As Dinsmore and Cabanis-Brewin advanced, it matches document control but gives more emphasis on controlling design changes in the context of a construction project. Evidently, instituting changes tend to be complex especially in construction projects, and configuration control assists in easing the process through the prompt spreading of information related to changes made

The current state consists of fragmented processes, which is the source of all productivity issues and inefficiency in the construction industry. The future state should be “project focused” rather than “process focused”. To achieve this desired future state it is essential that these processes are transformed to a more integrated approach. There should be better collaboration between the different stakeholders in the industry such as architects, builders, owners and regulatory agencies that issues permits. In the current, traditional system of project delivery, the relationship between these involved parties are adversarial. This can lead to the project being marred with schedule delays, budget overruns, poor quality, and disputes and litigations between the parties involved, as they play the “blame game” refusing to take liability or responsibility for the different processes. The desired future state can be reached through incorporating the more collaborative delivery methods that are gaining popularity, like Design Build and Integrated Project Delivery. These systems are based on information and risk sharing. IPD especially has a potential to incorporate Lean Construction practices and Target Value Design in the process. The alliance of the owner, builder, design professional and other specialty consultants for the project, can communicate effectively with each other on a common platform of knowledge sharing. Problems that may arise during construction or design

Note* (this will be on the backend and not display on the site, unless you are using the word Services on the page title as the actual page title on the Backend - if this is the case, disregard this title and leave it as Building Construction)

There however are challenges in the industry occasioned by uncertainty on future spending on construction projects by the government. Moreover, the cost of doing business and the ability to increasingly make revenue have created a challenging environment for the construction firms. Therefore stakeholders in the construction industry are concerned with whether the government would increase its spending and whether the public construction projects will be available in the future since less than 10 percent are currently financing their clients.