Thematische Bibliographien / Construction project manager

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Auswahl der wissenschaftlichen Literatur zum Thema „Construction project manager“

Autor: Grafiati

Veröffentlicht am 24. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Construction project manager"

Jabar, Izatul Laili, Faridah Ismail und Nur Mardhiyah Aziz. „Managing IBS Project: The evolving roles and competencies of project manager“. Asian Journal of Behavioural Studies 3, Nr. 11 (20.05.2018): 117. http://dx.doi.org/10.21834/ajbes.v3i11.107.

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The purpose of this paper is to investigate the initial information related to the roles and competencies required for a project manager who managed IBS construction projects in the Malaysian construction industry. Semi-structured interviews were conducted with the project managers who have experience in managing an IBS construction project. The finding reveals unanimously agreed that the project managers who managed IBS construction projects have to undertake extra roles which required additional competency as compared to the generic construction projects. It is hoped that the findings from this research will assist the project managers in their career development. Keywords: Competence; Construction; Project manager; Industrialized building systemeISSN 2398-4295 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. http://dx.doi.org/10.21834/ajbes.v3i11.107

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Puspa Negara, Kartika, Fiona Lamari, Connie Susilawati und Bambang Trigunarsyah. „Identifying client project manager competency in Indonesian construction project“. MATEC Web of Conferences 276 (2019): 02007. http://dx.doi.org/10.1051/matecconf/201927602007.

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The influence of active client involvement towards project construction success is gaining recognition in the last few decades. The growing concern on the client involvement has drifted the perception towards client away from the passive role into contributor of project success. During client involvement in the construction project, a representative from client or client project manager (CPM) should be complemented with certain competencies in order to succeed in commissioning construction projects. Evidence shows that some public construction projects in Indonesia failed due to the lack of competency of client project managers. Whilst most of the previous studies concern on the competency of general project managers, this paper specifically investigates competency of project manager from client side who works as a civil servant, and commissioning public construction sectors. This paper aims to identify the important competencies required by CPM in construction projects in Indonesia and examine current Indonesian CPM competency standard. Relative Importance Index (RII) was employed to assess the important level of competencies. The findings will enrich understanding on client project manager competency and become a basis to undergird further empirical research in client project manager development areas.

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Rumbarar, Hermerilia, Dirarini Sudarwadi und Yulius Heri Saptomo. „PENGARUH KUALITAS MANAJER PROYEK TERHADAP KINERJA PROYEK KONSTRUKSI DI KABUPATEN MANOKWARI SELATAN (Studi Kasus Kontraktor di Distrik Ransiki)“. Cakrawala Management Business Journal 2, Nr. 1 (04.07.2019): 204. http://dx.doi.org/10.30862/cm-bj.v2i1.14.

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Construction project activities certainly involve a lot of human resource. The scope of work large and complex projects requires the ability of project managers to manage them well. The quality of project managers has an important role to smooth a construction project. Dedication in this profession requires the project manager to carry out the work goes according to plan. This study aims to determine whether the quality of project managers affect the performance of construction project in Southern Manokwari Regency (case study contactor in Ransiki District). This study uses a sample of 40 contractors flying at the Gapensi association of South Manokwari Regency. Method of data analysis is used in this research are simple regression analysis , t test and r square. The results of this study indicate that the quality of project managers affect the performance of construction projects in South Manokwari Regency. The results of data processing on the test coefficient of determination variable quality project manager is equal to 0.217 or 21,7%, t test results show that the variable quality of project managers affect the performance this is evindenced by the results of t test show significance value smaller than 0,05 ( 0,001 < 0,05) so the results of research indicate the variable of project manager quality influence to construction project performance in South Manokwari Regency.

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Ahmad Latiffi, Aryani, und Noorul Adharina Zulkiffli. „Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers“. International Journal of Real Estate Studies 15, Nr. 1 (23.06.2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.

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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.

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Nový, Martin, Jana Nováková und Miloš Waldhans. „Project management in building industry management“. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, Nr. 7 (2012): 189–98. http://dx.doi.org/10.11118/actaun201260070189.

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The article deals with contents of the project management on general level first. It mentions the most widespread project management standards, which have historically developed in global scale, their parts and objectives. Further, it describes position of the building industry in national economy, its specific features distinguishing it from the other industrial production, contents of the building industry management and project management of structures. The importance of the role of project manager is documented by characteristics of construction projects, their course, contents of sub-phases, and individual types of managing activities. Attention is devoted to project planning – determination of realization costs, necessary resources, sequence and time course of individual works. The most frequently used graphic methods of schedule presentation – Gantt chart, network chart and frequency bar chart are applied on examples of constructions. These charts can be focused in time sequence on individual types of resources – workforce, finance, materials, energies, and machinery. In conclusion, necessity to manage the project management procedures is emphasized as a part of skills of a construction engineer in the role of preparation manager or construction project realization manager.

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Jang, Hyounseung, Jeffrey S. Russell und June Seong Yi. „A project manager's level of satisfaction in construction logistics“. Canadian Journal of Civil Engineering 30, Nr. 6 (01.12.2003): 1133–42. http://dx.doi.org/10.1139/l03-068.

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Customer satisfaction and continuous improvement are the fundamental goals of construction logistics. While much research has been focusing on exploring the relationship between the contractors and the ultimate customers, known as the owner, to improve the understanding of the significance of customer satisfaction, the need to examine the relationship between material suppliers and contractors is highly in demand. The purpose of this study is to extend the framework for construction material logistics in customer satisfaction from owner to project manager level. This paper examines how construction logistics affect a project manager's level of satisfaction. A survey established the general importance that a project manager must place on the construction logistics. Accordingly, the most significantly correlated factors in customer satisfaction were obtained from a project manager's point of view. Two hundred twenty-three experienced project managers provided valuable data to the study. Five important factors related to satisfaction were found through interviews with project managers and a literature review. These included personnel, material flow, schedule adherence, contractor's organization, and information flow. The study results suggest that material flow and information flow are worthy of the most attention. Satisfying the above factors will greatly improve the construction logistics that will, as a result, immensely increase the project manager's level of satisfaction.Key words: construction logistics, customer satisfaction, project manager, survey.

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Zulkiffli, Noorul Adharina, und Aryani Ahmad Latiffi. „Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects“. MATEC Web of Conferences 266 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201926601011.

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Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.

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Giri, Om Prakash. „Study on the Role of Project Manager in Improving the Project Performance“. Technical Journal 1, Nr. 1 (01.07.2019): 133–39. http://dx.doi.org/10.3126/tj.v1i1.27711.

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A project manager is the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. Project manager is responsible to complete the project within time, cost and quality towards making the project a success. Construction industry plays an important role in the economy of the country. The industry, however, is beset with many challenges, including delivering projects within cost, time and quality. Therefore project manager is a critical resource in the project to achieve its objectives. Sadly, the role of the project manager is often overlooked. It is assumed that the leadership role of the project manager is measured against time, cost, quality, and customer satisfaction. The importance of this study is to find various roles that project managers ought to play for improving project performance. Good project management practices and competent project managers always deliver better result.

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Sang, Peidong, Jinjian Liu, Lin Zhang, Lingqiao Zheng, Haona Yao und Yanjie Wang. „Effects of Project Manager Competency on Green Construction Performance: The Chinese Context“. Sustainability 10, Nr. 10 (25.09.2018): 3406. http://dx.doi.org/10.3390/su10103406.

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Project manager competency is a key factor determining the success of a project. With the deterioration of the environment, green buildings have come into being. Compared to traditional buildings, green buildings encounter more complex problems during the construction process, and project managers are faced with greater challenges. Existing research on the evaluation of project manager competency based on green building construction (GBC) is scarce. Thus, the aim of this paper is to evaluate project manager competency for green construction. By means of a literature review and a focus group meeting, the key success factors of green buildings and project manager competency were determined. Thereafter, a questionnaire survey was used to investigate people’s understanding of the importance of project manager skills. Structural equation modeling was selected to test the hypotheses. The results demonstrate that China is in the infancy of GBC development. Leadership and organization, target management, and emotional intelligence of project managers are considered to be important factors that affect green construction performance. The results of this study provide a theoretical basis for the selection of excellent project managers for GBC.

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Rwelamila, Pantaleo D. „Group Dynamics and Construction Project Manager“. Journal of Construction Engineering and Management 120, Nr. 1 (März 1994): 3–10. http://dx.doi.org/10.1061/(asce)0733-9364(1994)120:1(3).

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Dissertationen zum Thema "Construction project manager"

Crespo, Luis Gaspar. „Project Manager Strategies to Improve the Delivery of Construction Projects“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6194.

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The return on investment of construction organizations is at risk because construction managers fail to execute projects efficiently. The purpose of this single case study was to explore strategies that construction managers used to deliver projects efficiently. The selected population was 10 construction managers from a single construction organization operating in Panama. The conceptual framework for this study was the McKinsey 7S. Data were collected using semistructured interviews, observations, and a review of public documents. Collected data were compiled, disassembled, reassembled, interpreted, and then conclusions were reached, as noted in Yin's 5-step analysis. Themes that emerged from the study included project experience, communication, collaboration, and resource management. Construction managers noted that the review of needed project experience in alignment with the complexity of the project is a strategy to deliver projects efficiently. Leaders of construction organizations can increase strategic performance by implementing collaboration and leadership programs in accordance with the business objectives. By improving labor productivity, construction companies can complete construction projects faster and with lower construction costs. The findings of this study could contribute to positive social change by providing communication and collaboration strategies between construction organizations and local communities to source local staff and resources. Construction managers might benefit from the findings of this study by increasing their project management skills, an effect that could result in long-term employability.

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Alho, Yasser, und Eillas Rostam Usef. „Learning time for graduated project manager“. Thesis, Linköpings universitet, Kommunikations- och transportsystem, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-131974.

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Byggbranschen står idag inför stora utmaningar gällande rekrytering av erfarna projektledare. Företagen har upplevt svårigheter med att hitta erfarna projektledare, detta beror på att det saknas nästan två generationer av projektledare samt att många går i pension. En lösning till problemet är att anställa nyexaminerade projektledare för att fylla luckan. Problemet med nyutexaminerade är att de saknar erfarenhet när de kommer ut i arbetslivet. Det är en utmaning för konsultföretagen, eftersom inlärningstiden för att bli projektledare vanligtvis är långa perioder. Syftet med denna studie är att förtydliga inlärningstiden för de nyutexaminerade projektledare samt att ge organisationen ett underlag för att de ska kunna se vad de bör skapa för förutsättningar och metoder. Huvudfrågorna som behandlas i vår studie är ”Vad innebär det att vara projektledare?” och ”Vad krävs för att man skall gå från att vara en nyutexaminerade byggingenjör till att bli projektledare?” Undersökningen är en kvalitativ studie som genomförts på WSP Management Östergötland. Den empiriska datainsamlingen har skett via personliga intervjuer med elva respondenter fördelade på Norrköping och Linköping kontoren. Studien visar på att vara projektledare kan variera mycket beroende på hur man väljer att tolka det, men inom byggbranschen handlar det om att leverera en produkt eller ett resultat till en begränsad budget och till en bestämd tid. Som projektledare är man beställarens ”högra hand” och ska uppfylla kundens önskemål i projektet. För att detta ska gå ihop krävs ständig kommunikation så att man förstår varandra och undviker missförstånd. Med utgångspunkt från undersökningen har vi även konstaterat att det som krävs för att man ska gå från att vara nyexaminerad byggingenjör till att bli projektledare inom området management, är rätt metod, rätt organisatoriska- och individuella förutsättningar samt att man övervinner krav och hinder som ställs från beställarsidan.

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Mitra, John Paul, Joseph Shrestha, Jeremy Ross und Jinseok Hong. „Analysis of Construction Cost Variation of Construction Manager General Contractor (CM/GC) Project“. Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/5472.

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Cost overrun is prevalent in the construction industry. Usually, an owner sets a budget at the preliminary phase of a project which changes over time. Past studies are focused on analyzing the cost growth of design-bid-build projects during construction. Limited efforts have been made to analyze details of projects delivered with the Construction Manager General Contractor (CM/GC) method. This study tracks and analyzes the construction cost variation of a project from the conceptual phase to the design completion phase. The analysis is presented with a case study of a new stadium construction project. It identifies that the changes in the scope and design of the project due to the change in available budget were a major reason for variation in the cost estimates over time. Further, this study identifies a) trades with the highest variation in subcontractors’ bids, b) trades that were most overestimated, and c) trades that were most underestimated. The findings of this study is expected to aid owners, designers, and contractors of future projects in improving the preparation, planning, and estimating of future projects; reducing cost variation within trades; and optimizing the amount of contingency required to ensure the successful completion of similar projects.

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Ayessaki, Winn-Yam Houdou. „Construction project manager health and safety interventions towards improving workers' performance“. Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/12275.

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Optimum construction worker (CW) performance is required to achieve project delivery within project parameters. It is not always the case as CWs are regularly exposed to hazards, involved in accidents, their productivity is poor, they suffer from ill health, suffer from work-related musculoskeletal disorders (WMSDs) and contractors lack resources to allocate towards H&S. However, the lack or the absence of health and safety (H&S) measures, which the aforementioned depend on, has a negative impact on workers’ performance. Two descriptive surveys were conducted among professional construction project managers (CPMs) registered with the South African Council for Project and Construction Management Professions (SACPCMP) and general contractors (GCs) registered with the East Cape Master Builders Association (ECMBA). Interviews were also conducted with CPMs registered with the SACPCMP residing in the Nelson Mandela Bay metropolitan area. The salient findings include: • Accidents, which occur on construction sites, impact workers’ performance; • Inadequate H&S implementation affects both CW skills and motivation, which in turn affects their performance; • Poor constructability is relevant to H&S and CWs’ skills; • Provision and maintenance of welfare facilities are commonly inadequate and affect workers’ performance, and • Projects do not benefit from the adequate financial provision for H&S. It was concluded that exposure to hazards, poor site conditions, inadequate provision of welfare facilities, WMSDs, and insufficient financial provision for H&S affect workers’ performance by either incapacitating or demotivating them. Recommendations include : CPMs should make better use of their influence on clients; they should improve communication channels between project stakeholders; legislators need to raise awareness regarding H&S and worker welfare, and training and education institutions need to empower workers and professionals with H&S knowledge.

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Serhan, Ahmad, und Asen Draganov. „Project managers’ communication skills and stakeholder engagement in sustainable construction projects“. Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22559.

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Seaman, R. Anthony (Richard Anthony) 1970. „Multi-organizational project teams and construction innovation : the role of general contractor and construction manager“. Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9013.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2000.
Includes bibliographical references (p. 87-89).
With the advent of major advances in current information technology, many business leaders and academicians hail the arrival of a new decentralized economy based on globally networked teams. This dispersed "market-oriented" structure is a new reality for many current industrial organizations who must transform from fully-integrated, centralized organizations into loose networks of suppliers and sellers utilizing just-in-time collaboration to develop and manufacture new products and services world-wide. Recent trends in manufacturing, where companies are now pursuing ventures outside their own organizations, highlight the need for empirical studies on the nature of the collaborative innovative processes within multi-organizational project teams. In construction, temporary organizations of allied firms join together for the express purpose of completing large, complex projects. An analysis of the construction industry provides a unique opportunity to analyze the innovative nature of the multi organizational project team. A combination of organization, economic, and innovation theory is used to identify factors that enhance multi-organizational project team innovation. Various factors, including principal-agent relationships, cooperation mechanisms, learning mechanisms, and network utilization, are examined to determine their influence on multi-organizational project team innovation. Seven contracting companies are investigated in the performance of twenty-nine different construction projects. Project information is obtained from actual project team members. Fifty innovations are identified from the project sample and used for analysis. The innovations are measured by project in terms of their number and impact on the operations of the general contractor or construction manager. The analysis examines the correlation between various factors and the innovation activity found on each construction project. This research is a step towards understanding the nature of the multi-organizational project team and its capacity to innovate. Project leaders can use this information to better organize project teams for innovation while construction companies and other construction industry firms can use this information to evaluate their innovation strategy.
by R. Anthony Seaman.
S.M.

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Roxner, Disa. „Att hantera hållbarhet i byggprojekt : En kvalitativ studie från ett projektledarperspektiv“. Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-78971.

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Det har blivit allt viktigare för organisationer och deras projekt att hantera hållbarhet. Tidigare studier har till störst del fokuserat på hållbarhet och projektledning som separata forskningsområden, vilket medför att det krävs mer förståelse relationen mellan områdena. Med hänsyn till byggbranschens omfattande miljöpåverkan studeras byggprojekt som en specifik kontext i den aktuella studien och syftet är att ta reda på hur hållbarhet i byggprojekt hanteras. Studien är av kvalitativ art där 11 projektledare från bygg- och fastighetsbranschen har intervjuats. Resultatet presenteras i fyra teman: (1) Vem bär ansvaret?, (2) Kunskap i centrum, (3) Kostnad, tid och hållbarhet i målkonflikt och, (4) Prioriteringar. Studien visar att projektledare har en upplevelse av att det är många hållbarhetskrav som ska hanteras och att det medför många aspekter att ta hänsyn till. Arbetet med att hantera hållbarhetskraven påverkas av kunskap, ekonomi och tid samt tendensen av att hålla andra parter i och kring projekten ansvariga för att förbättra hållbarheten i byggprojekt. Av studien framkommer det att projektledarens roll, ansvar och kunskap om projektledning är faktorer som genomsyrar hur hållbarhetskrav i byggprojekt hanteras. För att främja och förbättra byggprojektens hållbarhet behöver projektledare ta större ansvar för hållbarhetsarbetet samt fördjupa sina projektledningskunskaper, för att bättre kunna styra arbetet och prioritera mellan olika krav.
The importance for organizations and projects to adopt sustainability has increased. Previous research has so far mainly treated sustainability and project management as separate research areas, resulting in a lack of understanding in the merged field of sustainable project management. Therefore, is sustainable project management a research area of interest and the context of this study is construction projects, considering the significant environmental impact of the construction industry. The aim of this thesis is research how sustainability is manged in construction projects This qualitive study includes interviews with 11 project managers in the construction- and real estate sector. The result consists in four themes: (1) Who´s responsible?, (2) The power of knowledge, (3) Conflict between time, money and sustainability, and (4) Priorities. The study shows that the project managers have numerous sustainable requirements to acknowledge, which lead to managers having many different aspects in consideration during the project. Four factors were identified to impact the sustainable work in construction projects; economics and time, knowledge, and a tendency to hold other stakeholders responsible for the sustainability outcomes. The results establish the importance of project managers’ responsibility of projects’ sustainability, as well as knowledge of project management. Therefore, in order to improve the sustainability of construction projects, project managers need to take more responsibility of the sustainability work and deepen their knowledge of project management to manage the projects better and prioritize between different requirements.

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Fan, Yu-kit. „A study of the participation of property manager in project management“. Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31969331.

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Sweet, Coretta A. „Comparison of module usage of project management information system and success rate of construction projects“. Thesis, Atlanta, Ga. : Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/28204.

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Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009.
Committee Chair: Dr. Linda Thomas-Mobley; Committee Member: Dr. Daniel Castro; Committee Member: Prof. Kathy Roper; Committee Member: Ron L. Smith.

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Damström, Matilda. „Digitalization and construction project management : What consequences the use of ICT-tools has had on the project manager role in the construction industry“. Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-277051.

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Digitalization is a hot topic in the construction industry today, with more and more ICT-tools being used. Web-based project platforms, digital meetings and BIM have all existed for quite a while, however the progress in using them and exploring the potential takes time. ICT-tools are usually aimed to make the information flow and communication more efficient, which directly relates to the project manager in a construction project. Therefore, the aim of this thesis is to understand how digital tools has affected the role of the client’s construction project manager over the last 5 years. The purpose is to gain knowledge on what consequences the use of digital tools such as BIM, digital project platforms and digital meetings has had on the role of the project manager and how they deal with the consequences. In this thesis, a qualitative study has been performed, where construction project managers were interviewed about their experiences of ICT-tools and the changes that has occurred over time. The findings were analyzed with a theoretical framework and discussed together with previous research and knowledge. The theoretical framework includes key aspects of leadership in project management and four main categories explaining how actors use ICT. The use of BIM was in particular analyzed using the Bew-Richards BIM maturity model. The study shows that there has been an increase in use of ICT-tools in construction projects over the last 5 years, and that there are both benefits and challenges for the project manager with all three types of digital tools that were in this study. BIM, digital project platforms and digital meetings. The primary benefits were shown to be that the tools increase timeefficiency in the project manager role and it facilitates communication. However, there is less personal contact with project team members and other challenges with getting project participants to the same use of the tools. To increase the significance of the benefits and decrease the negative consequences, the construction project manager should implement a leadership style focused on the human side, with more follow-ups, structure and routines. Technical knowledge about the ICT-tools is also beneficial to the project manager to have since it increases the possibility to guide the project team members in a good way.
Digitalisering är ett hett ämne i byggbranschen, med mer och mer ICT-verktyg som används. Webb-baserade projektplattformar, digitala möten och BIM har alla existerat ett tag nu, men utvecklingen av användandet och utforskningen av deras potential tar tid. ICT-verktyg är ofta avsedda för att effektivisera informationsflödet och kommunikationen, vilket relaterar till projektledaren i ett byggprojekt. Därför är ändamålet med det här examensarbetet att förstå hur digitala verktyg har påverkat byggprojektledarollen på beställarens sida, under de senaste 5 åren. Syftet är att få kunskap om vad för konsekvenser användningen av digitala verktyg så som BIM, digitala projektplattformar och digitala möten har medfört för en projektledare och hur de hanterar konsekvenserna. I det här examensarbetet har en kvalitativ studie gjorts där byggprojektledare intervjuades om deras erfarenheter av ICT-verktyg och de förändringar som har skett över tid. Resultaten analyserades med hjälp av ett teoretiskt ramverk och diskuterades tillsammans med tidigare forskning och kunskap. Det teoretiska ramverket inkluderar vissa nyckelaspekter av ledarskap inom projektledning och 4 huvudsakliga kategorier som beskriver hur aktörer använder ICT. Användningen av BIM var särskilt analyserad genom Bew-Richards model för BIM mognadsgrad. Studien visar att det har varit en ökning av användandet av ICT-verktyg i byggprojekt de senaste 5 åren, och att det är både fördelar och utmaningar för projektledaren med de tre typerna av digitala verktyg som var med i denna studie. BIM, digitala projektplattformar och digitala möten. De främsta fördelarna visade sig vara att verktygen ökar tidseffektiviteten i projektledarrollen och underlättar kommunikationen. Det blir dock mindre personlig kontakt med projektdeltagare och andra utmaningar med att få med projektdeltagare på samma användande av verktygen. För att öka betydelsen av fördelarna och minska de negativa konsekvenserna, borde projektledaren implementera en ledarskapsstil som är mer fokuserad på den mänskliga sidan, med mer uppföljningar, struktur och rutiner. Teknisk kunskap om ICT-verktygen är också fördelaktiga för projektledarna att ha eftersom det ökar möjligheten att vägleda medlemmarna i projektet in på rätt väg.

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Bücher zum Thema "Construction project manager"

Walker, Frederick John. Construction project manager: The legal position. [s.l: The Author], 1993.

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Rourke, Dennis J. Construction management for the residential project manager. [Rockville, Md]: Management Practice Press, 1996.

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Managing the construction project: A practical guide for the project manager. New York: Wiley, 1993.

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Gransberg, Douglas D. Construction manager-at-risk project delivery for highway programs. Washington, D.C: Transportation Research Board, 2010.

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Gransberg, Douglas D., und Jennifer S. Shane. Construction Manager-at-Risk Project Delivery for Highway Programs. Washington, D.C.: National Academies Press, 2010. http://dx.doi.org/10.17226/14350.

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library, Wiley online, Hrsg. Construction management for industrial projects: A modular guide for project managers. Salem, MA: Scrivener, 2011.

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How to manage a construction project. Manlius, NY: Miller Engineers, 2008.

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Estates, NHS. Agreement for the appointment of project managers for commissions for construction projects in the National Health Service. London: HMSO, 1992.

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Estates, NHS. Agreement for the appointment of project managers for commissions for construction projects in the National Health Service. 2. Aufl. London: H.M.S.O., 1995.

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How to manage homebuilding and renovation projects. 3. Aufl. Oxford: How To Books Ltd, 2009.

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Buchteile zum Thema "Construction project manager"

Li, Jingru, Junpeng Li und Ruirui Xia. „The Researches on Construction Project Manager Competency and Its Application“. In Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate, 1455–61. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6190-5_128.

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Cao, Hui, und Changfa Xiang. „An Empirical Study on Performance Evaluation of Construction Project Manager“. In 2012 International Conference on Information Technology and Management Science(ICITMS 2012) Proceedings, 373–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-34910-2_42.

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Smallwood, John. „Construction Project Manager (CPM) Contributions to Construction Health and Safety (H&S)“. In Lecture Notes in Mechanical Engineering, 359–70. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-1910-9_30.

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Ayessaki, W., und J. Smallwood. „Construction Project Manager Health and Safety Interventions Towards Improving Workers’ Performance“. In Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate, 513–21. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6190-5_46.

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Bach, Marc. „The Project Coach: The New Role of the Project Manager for the Future Due to the News Tools Like Building Information Modelling, Integrated Project Delivery, Last Planner and Others“. In Construction and Building Research, 43–48. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-7790-3_6.

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Huang, Peng. „A Research on the Capacity Development of Chinese Construction Project Manager Based on Theory of Competency Model“. In International Asia Conference on Industrial Engineering and Management Innovation (IEMI2012) Proceedings, 909–16. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38445-5_95.

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Cartlidge, Duncan. „Project management – an overview“. In Construction Project Manager’s Pocket Book, 1–69. Second edition. | Abindgon, Oxon ; New York : Routledge, [2020] | Series: Routledge pocket books: Routledge, 2020. http://dx.doi.org/10.1201/9781003005216-1.

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Siddiqi, Khalid, und Enes Kol. „Benchmarking Project Manager’s Compensation“. In Collaboration and Integration in Construction, Engineering, Management and Technology, 95–100. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48465-1_16.

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Cartlidge, Duncan. „Pre-construction / RIBA Plan of Work Stages 0–4 / OGC Gateway Stages 1–3C“. In Construction Project Manager’s Pocket Book, 70–178. Second edition. | Abindgon, Oxon ; New York : Routledge, [2020] | Series: Routledge pocket books: Routledge, 2020. http://dx.doi.org/10.1201/9781003005216-2.

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Konferenzberichte zum Thema "Construction project manager"

Gonzales, Kathryn, Somayeh Asadi und Robert Leicht. „Exploring Project Manager Motivations in the Construction Industry“. In Construction Research Congress 2016. Reston, VA: American Society of Civil Engineers, 2016. http://dx.doi.org/10.1061/9780784479827.191.

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Cao, Hui, Jiye Xiang und Jing Lu. „Review on Performance of Construction Project Manager“. In 2010 International Symposium on Information Science and Engineering (ISISE). IEEE, 2010. http://dx.doi.org/10.1109/isise.2010.66.

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Fajar Sitohang, Yohanes, Devi Pratami und Achmad Fuad Bay. „Competency Evaluation of Project Manager Performance in Network Construction Projects“. In 2020 Fifth International Conference on Informatics and Computing (ICIC). IEEE, 2020. http://dx.doi.org/10.1109/icic50835.2020.9288580.

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Rezk, Sarah, Gary Whited und Awad Hanna. „Quantitative Assessment of Project Manager Competencies for Wisconsin Department of Transportation“. In Construction Research Congress 2018. Reston, VA: American Society of Civil Engineers, 2018. http://dx.doi.org/10.1061/9780784481295.070.

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Shane, Jennifer S., und Douglas D. Gransberg. „A Critical Analysis of Innovations in Construction Manager-at-Risk Project Delivery“. In Construction Research Congress 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41109(373)83.

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Lobedan, Frank. „Utilization of “Construction Manager @ Risk” Project Delivery Approach for an Airport Terminal Expansion Project“. In Modern Methods and Advances in Structural Engineering and Construction. Singapore: Research Publishing Services, 2011. http://dx.doi.org/10.3850/978-981-08-7920-4_s1-c04-cd.

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Zhang, Huirong, Chengjiang Yu, Xinya Wei und Jing Zu. „A study of Chinese construction on-site project manager leadership“. In International Conference on Computational Intelligence and Industrial Engineering. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/ciie140881.

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Yao Li-xia. „Demonstration study on EAP management of construction project manager—A case study of project manager in Zhejiang province“. In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5691342.

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Newnham, N. „The Independent Professional Engineer As Project Manager and Supervisor For Small Ship Construction“. In Newbuild 2000. RINA, 1995. http://dx.doi.org/10.3940/rina.newbd.2000.14.

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Hlady, Joseph T., und Ken Buchanan. „Success and Failure in Pipeline GIS: Lessons Learned“. In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10229.

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Annotation:

In the geomatics community, the literature thoroughly covers the topic of success and failure in geomatics projects. Papers and research covering this topic as it relates to specific industries or applications such as municipal and environmental Geographic Information System (GIS) projects can also be found. However, few papers have been presented on this topic in relation to pipeline engineering projects, and in particular, Engineering, Procurement and Construction Management (EPCM). This paper will introduce this topic to the EPCM project manager through an overview of the measures of failure, their causes, the key enablers of success of a GIS project in EPCM world, and conclude with a synopsis of how the EPCM project manager can ensure the success of geomatics or GIS activities on their project.

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Berichte der Organisationen zum Thema "Construction project manager"

New Hampshire construction project manager dies when crushed by five ton concrete slab on Massachusetts construction site. U.S. Department of Health and Human Services, Public Health Service, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, April 1995. http://dx.doi.org/10.26616/nioshsface94ma067.

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