Project Controls ( Phi )

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

The main cause of the project was how the project was managed, the choice of procurement used was construction management method, so the client became the contractual role, this helped speed up the procurement processes and allowed the client greater flexibility in design variation, but the risk of using this method was found out in the project as most of the risks stayed with the client rather than transferring to the contractors, so any delays in the project were the clients responsibility, which was found out as the project was scheduled to open in 2001 but ran three years over an was finished in 2004 so all the costs from the delays put a major impact on the final budget. The Project Leadership was not well established or organised properly to have a single point of leadership and control where decisions could be made about how to balance out the time, cost and quality of the build but the lack of this responsibility and accountability for managing the individual aspects

The primary function of materials management is distribution of supplies throughout the hospital. They provide items such as: medical equipment, disposable supplies and linens.

Construction projects are always unique and risks raise from a number of the different sources. Construction projects are inherently complex and dynamic, and involving multiple feedback processes. A lot of participants – individuals and organizations are actively involved in the construction project, and they interests may be positively or negatively affected as a result of the project execution or project completion. Different participants with different experience and skills usually have different expectations and interests. This naturally creates problems and confusion for even the most experienced project managers and contractors.

This project control artifact helps to understand the high level communication management plan, high level quality management plan, high level risk management plan and high level change management plan of the” Project Smile”.

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

Reprinted from PHARMACEUTICAL ENGINEERING® The Official Magazine of ISPE September/October 2011, Vol. 31 No. 5 www.ISPE.org ©Copyright ISPE 2011 The article presents the implementation of a suite of software packages that together provide a total Enterprise project management system. The Science of Project Management: Project Controls Systems Integration by Frederick Cramer, Susanne Keller, Christopher Law, Thomas Shih, and Britton Wolf G

When engaging in a construction contract, time is of the essence and running over time projections can cause literally millions of dollars in additional non-contract costs. Therefore, construction contracts that can provide incentives to complete the project on time or early are beneficial because they effectively penalized contractors who fail to deliver on-time performance. With a CPIF contract, the

ENR recommended more “transparency” in the cost forecasting process and the use of independent appraisals prior to project approval. Recent research conducted by the Construction Industries Institute (CII) Small Projects Execution Research Team indicates that the front end planning effort for small projects is critical to success since small projects typically have no "slack" in either budget process nor in schedule. 1997 research (Note 1) based on a study of fifty-three local area petrochemical projects has concluded that there is a strong

The aspect of the period, in the past, the project contains a contract of limited time. At this time, poor performance, such as time delays and cost overruns, are not uncommon in construction projects and the reasons behind these problems have attracted the attention of construction practitioners and researchers. Performance tries to avoid failure project. As a result, people who are in the project management area identified the most important factors leading to time delays and cost overruns as finance and payment problems, such as poor management, after that aim to handle the changes in site conditions, and shortages of materials (Meng, 2012). Finally, finding that the importance of management linked internal supply chain management.

In some situation, a system too large to build without an overall plan that coordinates the people working on it. According to Sharon Florentine, senior writer of CIO.com, 50 percent of businesses experience IT project fail in 2012. The most common reason, responded by 74 percent of interviewees, is a lack of resources to meet project demands [4]. Three years later, the failure number increased that 55 percent of businesses surveyed experienced an IT project failure within last 12 months [5].

The findings explains the factors that affect the construction time of a commercial project in Chennai, India. The findings provides evidence that there is not only a relationship between project cost and project time but, also a significant relationship between the number of subcontractors on a project, and its construction time, which can help project managers better optimize their resources and reduce cost and time overruns.

Conventionally, underperformance in construction projects was linked to lack of capability to manage information among the project team of which contractual and organization structural solutions had been applied with little or no success, focuses are on the actual people and their contractual relationship. Sadly, effective approach to this information problem had eluded the industry for the past century or so. Patently, findings from

Construction projects are complex and unique projects. Delays, wastages and cost overruns are among the challenges faced in the course of executing construction projects. According to Forbes et al. (2004), up to 30% of construction cost overrun are due low ef-ficiencies, time overrun and

The construction industry is one of the most unstable platforms. The main factor which gives this instability is the cost and time planning. By seeing the examples of real life cost and the time are the main factors that lead to delaying or incompletion of the project. This causes lots of problem to the client and also degrades the value of the company.