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Journal articles on the topic 'Construction project manager'
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Jabar, Izatul Laili, Faridah Ismail, and Nur Mardhiyah Aziz. "Managing IBS Project: The evolving roles and competencies of project manager." Asian Journal of Behavioural Studies 3, no. 11 (May 20, 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, and 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, and 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, no. 1 (July 4, 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, and Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers." International Journal of Real Estate Studies 15, no. 1 (June 23, 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, and Miloš Waldhans. "Project management in building industry management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 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, and June Seong Yi. "A project manager's level of satisfaction in construction logistics." Canadian Journal of Civil Engineering 30, no. 6 (December 1, 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, and 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, no. 1 (July 1, 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, and Yanjie Wang. "Effects of Project Manager Competency on Green Construction Performance: The Chinese Context." Sustainability 10, no. 10 (September 25, 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, no. 1 (March 1994): 3–10. http://dx.doi.org/10.1061/(asce)0733-9364(1994)120:1(3).
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Gudienė, Neringa, Audrius Banaitis, and Nerija Banaitienė. "EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA." International Journal of Strategic Property Management 17, no. 1 (April 3, 2013): 21–31. http://dx.doi.org/10.3846/1648715x.2013.787128.
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This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.
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Gunasti, Amri. "Faktor-Faktor yang Mempengaruhi Kinerja Manajer Proyek pada Proyek Konstruksi." Jurnal Media Teknik Sipil 13, no. 1 (November 7, 2015): 31. http://dx.doi.org/10.22219/jmts.v13i1.2540.
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Faktor-Faktor yang Mempengaruhi Kinerja Manajer Proyek pada Proyek KonstruksiThe Factors That Affecting Performance of Project Manager In Project ContructionAmri GunastiJurusan Teknik Sipil-Fakultas Teknik Universitas Muhammadiyah JemberAlamat korespondensi Jl. Karimata No. 49 JemberEmail : Amri.gunasti@yahoo.co.idAbstractTo achieve the goal of the project owners, consultants and contractors on construction projects will greatly depend project manager’s performance. To maximize the performance of the project manager, steakholder have to know anything what is mempenguruhi performance .. So far very few references about the factors that affect the performance of the project manager on construction work. Given the construction project is a very unique job then identify the factors that affect the performance of the project manager is a necessity. To get the data, both primary and secondary research conducted in Jember district. Data analysis was performed with descriptive statistics, such as test data quality, classic assumption test, and hypothesis testing. Based on the analysis of data turns out there is a positive and significant influence between Compensation, Motivation, Competence, Work Environment and Job Satisfaction with Performance Construction Project Manager in Jember that produces t value amounted to sequentially each for Compensation 10.341, 9.231 for motivation, 8.621 to competence, to 7.421 and 7.451 for the Work Environment Job Satisfaction.Keywords: Performance, Manager, Project Construction.AbstrakUntuk mencapai tujuan pemilik proyek, konsultan serta kontraktor pada proyek konstruksi sangat tergantung akan kinerja manajer proyek. Untuk memaksimalkan kinerja manajer proyek, steakholder harus mengetahui apasaja yang mempenguruhi kinerjanya.. Selama ini sangat sedikit referensi tentang faktor-faktor yang mempengaruhi kinerja manajer proyek pada pekerjaan konstruksi. Mengingat proyek konstruksi merupakan pekerjaan yang sangat unik maka identifikasi faktor-faktor yang mempengaruhi kinerja manajer proyek merupakan sebuah keniscayaan. Untuk mendapatkan data, baik primer maupun skunder dilakukan penelitian di kabupaten Jember. Analisis data dilakukan dengan statistik deskriptif, berupa uji kualitas data, uji asumsi klasik, serta uji hipotesis. Berdasarkan hasil analisis data ternyata terdapat pengaruh yang positif dan signifikan antara Kompensasi, Motivasi, Kompetensi, Lingkungan Kerja, serta Kepuasan Kerja dengan Kinerja Manajer Proyek Konstruksi yang ada di Kabupaten Jember yang menghasilkan nilai t hitung sebesar secara berurutan masing-masing 10,341 untuk Kompensasi, 9,231 untuk motivasi, 8,621 untuk Kompetensi, untuk 7,421 Lingkungan Kerja serta 7,451 untuk Kepuasan Kerja.Kata kunci : Kinerja, Manajer, Proyek, Konstruksi.
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Zhang, Xiang Rong. "Study on Construction Control of Project Manager." Advanced Materials Research 255-260 (May 2011): 157–60. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.157.
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This document aims at the vital role of project manager in current engineering project,as well as the project manager's special position in construction process. Combined with the thoughts and experiences of many years’ construction practice, this paper expounds the responsibilities in project management, such as on-the-spot production, planning, quality, security, progress, civilized construction and the coordination of relationship these seven principles, it also makes the corresponding request.
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Shurrab, Mohammed, Ghaleb Abbasi, and Razan Al Khazaleh. "Evaluating the effect of motivational dimensions on the construction project managers in Jordan." Engineering, Construction and Architectural Management 25, no. 3 (April 16, 2018): 412–24. http://dx.doi.org/10.1108/ecam-01-2017-0001.
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Purpose Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Design/methodology/approach Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. Findings The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. Originality/value The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.
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Leontev, Mikhail. "Influence of construction organization project managers’ personal qualities on their professional efficiency." MATEC Web of Conferences 193 (2018): 05015. http://dx.doi.org/10.1051/matecconf/201819305015.
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The work was aimed at studying the personal characteristics of project managers that affect the effectiveness of their professional activities. The study involved project managers working in construction companies, with different work experience. In the course of the research, the questionnaire "Satisfaction with the work of manager" was used to assess the level of satisfaction of project managers with their professional activities, the following methods were used to study personal qualities: the COS technique (communicative and organizational propensities), the technique of diagnosing a personality for motivating success and avoiding failures of T. Ehlers, "Big Five" test, multi-level personal questionnaire "Adaptability". To effectively perform their professional activities, the project manager should have a number of social and psychological knowledge and skills, knowledge of the industry's activities and the market in which the company specializes. According to the results of the research, such personal qualities as communicative and organizational abilities, motivational orientation of the person, consciousness, emotional stability, extraversion, openness, tendency to work in a team contribute to increase of the efficiency of the project manager's work.
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Kluenker, Charles H. "FEATURE: The Construction Manager as Project Integrator." Journal of Management in Engineering 12, no. 2 (March 1996): 17–20. http://dx.doi.org/10.1061/(asce)0742-597x(1996)12:2(17).
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Mastrandrea, Francesco. "The liability of the construction project manager." Construction Management and Economics 4, no. 2 (September 1986): 105–34. http://dx.doi.org/10.1080/01446198600000010.
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Yosritzal, Purnawan, Elsa Eka Putri, and Evita Kartika Ratu. "Priority setting for competency development training topics for road construction site managers to reduce the risk of construction failure." MATEC Web of Conferences 229 (2018): 01003. http://dx.doi.org/10.1051/matecconf/201822901003.
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Problem in road construction project could be triggered by employing a less competent Site Manager either in terms of knowledge and skills or in attitudes in the project. Therefore, an evaluation of the competency of the Site Managers and seeking the required development training to improve the relatively weaker items of competency is needed. This paper presents an evaluation of the competency of Site Manager of road construction project in the West Sumatera Road Construction Project 2014. The evaluation was conducted using expectation and performance analysis and the evaluated items of competency were extracted from Indonesian Standard of Competency for Labour especially for Site Manager of Road Construction. The study found that construction management system, project administration, and resource procurement are among competency factors that fall under average and should be improved in the future. Therefore, development training on those items could be initiated by the owner to reduce the risk of road construction project failure in the future.
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Brioso, Xavier, and Antonio Humero. "Incorporating Lean Construction agent into the Building Standards Act: the Spanish case study." Organization, Technology and Management in Construction: an International Journal 8, no. 1 (December 1, 2016): 1511–17. http://dx.doi.org/10.1515/otmcj-2016-0010.
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Abstract There is a demand for lean construction in Europe; even though lean construction is still an emerging field and there is growing interest, there are no regulations on this topic. The main objective of this research is to regulate this role when in a project and to define and develop a building agent structure, according to the Building Standards Act (LOE by its acronym in Spanish), to be able to incorporate it into the Spanish law, protecting it from civil liabilities. In Spain, there is jurisprudence in civil jurisdiction based on the LOE to acquit or convict building agents, who are defined in the courts as “constructive managers” or similar. For this reason, courts could establish in the future several liabilities for the lean construction specialist and other agents of the project, depending on their actions and based on the implementation of the lean project delivery system, the target value design and the integrated project delivery. Conversely, it is possible that the level of action of the lean construction specialist may comprise design management, construction management and contract management. Accordingly, one or more building agents should be appropriately incorporated into the LOE according to their functions and responsibilities and based on the levels of action of the lean construction specialist. The creation of the following agents is proposed: design manager, construction manager and contract manager, definitions that are developed in this study. These agents are loosely defined, because any project manager, building information modeling manager or similar may act as one or as more-than-one of them. Finally, the creation of the lean construction manager is also proposed, as the agent who takes on the role of the design manager, construction manager and contract manager, but focused on the lean production principles.
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Mbatha*, Samuel Kiilu. "Causes and Impacts of Conflicts in Construction Projects: A Viewpoint of Kenya Construction Industry." International Journal of Soft Computing and Engineering 10, no. 5 (May 30, 2021): 1–8. http://dx.doi.org/10.35940/ijsce.d3485.0510521.
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Construction projects are predisposed to conflicts. This is attributed to the multiplicity of personnel handling the various phases of the projects. Empirical evidence from previous studies shows that if not properly managed, conflicts affect among others, the project's productivity loss, inadequate time and cost performance levels, loss of profit, and damage in business relations. Identifying the significant causes and major potential impacts of conflicts is crucial to reducing the risk of conflict occurrence in projects. Hence, this study was focused on explaining the classification of conflicts, identifying and assessing their causes and impacts in construction projects in Kenya grounded on the perception of project consultants and contractors. To accomplish the study objectives, a questionnaire was designed to collect data on the experiences of construction professionals on the causes and impacts of conflicts during project implementation. A total of 122 consultants and contractors provided responses, which were analyzed. A total of 42 significant causes of conflicts in the Kenyan context were identified. Based on the survey results, delay in progress payments by the client was identified as the most significant cause of conflicts, followed by poor site management and supervision. The survey also revealed that conflicts can emerge from any of the stakeholders, with contractors contributing the most, accounting for 14 of the 42 conflict factors identified. The study ranked the impacts of these conflicts using the Relative Severity Index (RSI). The results indicated that the biggest impact of conflicts on construction projects is the loss of profitability and perhaps business viability, and delays in project delivery. Expert opinions regarding the best practices and strategies for improving project harmony through effective conflict management were reviewed and grouped into five classes namely; project documentation, stakeholder involvement, value-based procurement, and adoption of ICT. It is concluded that the project manager should develop his leadership role by the adoption of these strategies so that he can use his position to effect positive conflict management on his team members. Furthermore, during the life cycle of the construction project, special attention should be given to the identified cause factors to avoid or effectively manage conflicts. These results, taken together, support clear guidelines on the need for proactive financial obligation on the client-side, as well as the hiring of experienced project professionals. Implementing these suggestions would reduce the risk of conflicts arising during building projects.
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Biruk, Sławomir, and Łukasz Rzepecki. "Simulation model for resource-constrained construction project." Open Engineering 9, no. 1 (July 20, 2019): 211–17. http://dx.doi.org/10.1515/eng-2019-0037.
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AbstractRepetition of the same processes on different objects or units of a construction project and their concurrent execution makes it necessary to use the same limited resources at the same time. Managers prefer simple heuristic priority rules to scheduling construction activities, but there is not one the best for all projects. In addition that the experience from deterministic scheduling problems and priority-rule methods cannot always be directly transferred to stochastic environment.The paper presents the pure reactive simulation model for planning construction projects in random conditions, taking into account the availability of renewable resources. Conducting simulation tests allows for various priority rules to determine the distribution of construction project duration and evaluate the robustness of the schedule.The paper analyzes the effectiveness of the selected priority rules in a pipe line project. In the analyzed project, the Dynamic Minimum Slack rule ensures the lowest average duration of the project in random conditions and the highest quality robustness. The analysis of the simulation results can help the construction manager to choose the procedure ensuring the timely completion of the construction project in the stochastic environment.
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Galli, Brian J., and Mahmoud Ali Alsulaimani. "Key Risks and Challenges During Modern Building Designs in the Construction Industry." International Journal of Risk and Contingency Management 8, no. 4 (October 2019): 1–17. http://dx.doi.org/10.4018/ijrcm.2019100101.
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Although the field of project management has undergone significant improvement, new challenges often make it hard for project managers to meet expectations when planning modern building designs. This article traces such challenges that the project manager must face during modern building projects, as modern building designs are complex and much riskier than traditional ones. Project managers can face different challenges throughout a project, such as a project complexity, a lack of communication, and changes in planning. These risks were studied using a risk matrix, and solutions were provided. The most dominated solution was mitigation, which illustrates that avoiding a risk entirely is highly unlikely. There are specific methods of mitigation based on the given risks, and applying these solutions can help to complete a project on time and to stay within the budget.
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Xie, Hai, and Xuan Liu. "Research on the Process and Types of the Construction Projects." Applied Mechanics and Materials 501-504 (January 2014): 2664–67. http://dx.doi.org/10.4028/www.scientific.net/amm.501-504.2664.
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In the fields of architecture and civil engineering, construction is a process that consists of the building or assembling of infrastructure. Far from being a single activity, large scale construction is a feat of human multitasking. Normally, the job is managed by a project manager, and supervised by a construction manager, design engineer, construction engineer or project architect. For the successful execution of a project, effective planning is essential. Those involved with the design and execution of the infrastructure in question must consider the environmental impact of the job, the successful scheduling, budgeting, construction site safety, availability of building materials, logistics, and inconvenience to the public caused by construction delays and bidding.
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Liu, Ling, and Jian Peng Cao. "Study on Training Models of Project Managers in Engineering." Advanced Materials Research 461 (February 2012): 487–92. http://dx.doi.org/10.4028/www.scientific.net/amr.461.487.
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At present the training models of project managers in our country are not up to standard and the managers’ qualification as well as the capability can not satisfy the objective requirement of project management development of construction. This article makes construction enterprise project manager as an object, analyzing the problems in personnel training, setting up a new training model, optimizing the training scheme, providing method and support for bringing up managers.
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Senaratne, Sepani, and Aparna Samaraweera. "Construction project leadership across the team development process." Built Environment Project and Asset Management 5, no. 1 (February 2, 2015): 69–88. http://dx.doi.org/10.1108/bepam-10-2012-0049.
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Purpose – The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process. Design/methodology/approach – This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project. Findings – Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process. Originality/value – Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage.
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Alleman, Douglas, Dean Papajohn, Douglas D. Gransberg, Mounir El Asmar, and Keith R. Molenaar. "Exploration of Early Work Packaging in Construction Manager–General Contractor Highway Projects." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 68–75. http://dx.doi.org/10.3141/2630-09.
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State agencies have been successfully implementing construction manager–general contractor (CM-GC) delivery on highway projects. Although early work packaging is frequently cited in the literature as a primary benefit of CM-GC projects, there is limited research to substantiate or refute these benefits. In addition, agencies need a better understanding of the current state of the practice of early work packaging in the CM-GC process to help with effective implementation. In an ongoing FHWA research project, 12 of 34 completed CM-GC projects reported the use of early work packaging; these projects will be the focus of this study. Research methods used within this study include literature review, content review of agency manuals and instructions, project surveys, agency interviews, and case studies. Triangulated findings suggest that early work packaging can contribute to expediting project completion, mitigating project risk, reducing project cost, and minimizing public impacts. To achieve these outcomes, agencies must perform detailed planning to generate severable and independent packages that take into account all potential impacts to the project. Trends in data indicate that early work packages can lead to cost savings, yet the sample size does not provide statistical significance. Future research should explore the performance of a larger data set of CM-GC projects with and without early work packaging along with a cost–benefit analysis of early work packages.
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Mardiani, Gentisya Tri. "Analisis Estimasi Waktu Penyelesaian Proyek Perangkat Lunak Menggunakan Metode PERT." @is The Best [Accounting Information System & Information Technology Business Enterprise] 3, no. 2 (December 31, 2018): 336–43. http://dx.doi.org/10.34010/aisthebest.v3i2.1523.
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Planning the schedule on the construction project software in general is based on experience from a previous project, so that in determining the duration of work using only one of the estimate, or the duration for every job has been set directly by the Project Manager or Project Team in the company. This resulted in when the construction project, when there was the problem of lack of progress, Project Manager of not knowing the possibility of whether the project can continue to run as planned or not. In addition, the determination of one of the estimate for the duration of work not suitable with the characteristics of the software, because in the construction project software there is still uncertainty in the time the completion of projects. The weakness in the use of the value of the estimated duration of is when there are problems that can not be predicted with certainty the length of it, resulting in the duration of work has been set for later employment should be set back, causing projects to be too late. Based on the problem needed an analysis to determine the probability of the completion of projects using the method of program Evaluation and Review Technique (PERT), this method employs three estimates of the duration of the duration of optimistic, the duration of the most likely and the duration of the pessimistic. It is expected to know the time the completion of projects, Project Manager can do the planning of the scheduling of the project. The result of this study shows that the probabilities of the completion of projects can be counted when Project Manager already know the duration of the critical of the schedule the construction project.
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Suresh, M., and R. B. Arun Ram Nathan. "Readiness for lean procurement in construction projects." Construction Innovation 20, no. 4 (May 1, 2020): 587–608. http://dx.doi.org/10.1108/ci-07-2019-0067.
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Purpose The purpose of this paper is to identify, analyse and categorize the major factors affecting lean procurement (LP) in a construction project of a company in India using total interpretive structural modelling (TISM) approach. The readiness factors identified help the managers to recognize the areas that lack, i.e. purchase, stocks and receipts, and provide importance to the successful implementation of LP in those areas. This study further intends to examine the hierarchical interrelationships among the factors identified using dependence and driving power. Design/methodology/approach Ten factors were identified from literature review, and expert opinions were collected from the organization which is in construction phase in India. Scheduled interviews were conducted based on questionnaire survey in the organizations to identify the relevance of the relations among the factors. Matrix impact cross-multiplication applied to classification analysis uses dependence and driving power to understand the hierarchical relationship among the factors identified. Findings Results indicate that supplier selection is the key readiness factor for LP. The manager needs to concentrate more on readiness factors to formulate execution process of LP for the betterment of the construction project undergoing organization in India. The readiness factors help the manager to identify the target area for LP execution. Practical implications This study would be useful for researchers and practitioners to understand the readiness factors before starting the implementation process of LP in construction projects. The managers of companies undergoing construction project can use the outcome of the present study to implement LP in a competent way. Basing the priorities of attention on the ten readiness LP factors in the appropriate order of importance, as suggested by this study, can give project managers a more scientific basis in which to specify the level of attention required for each of the factors to implement readiness in LP. Originality/value The present study identifies the readiness factors related to LP, especially for construction project. None of the researchers have studied readiness factors of LP for organizations undergoing construction projects. This is the first attempt made to analyze the relationship between LP readiness factors and TISM approach in construction project organization.
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Alleman, Douglas, Arthur Antoine, Douglas D. Gransberg, and Keith R. Molenaar. "Comparison of Qualifications-Based Selection and Best-Value Procurement for Construction Manager–General Contractor Highway Construction." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 59–67. http://dx.doi.org/10.3141/2630-08.
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Faster project delivery and the infusion of contractor knowledge into design are the primary drivers for choosing construction manager–general contractor (CM-GC) project delivery. This study focuses on the use of qualifications-based selection (QBS) and best-value (BV) procurement approaches, how and why agencies use each approach, and their associated opportunities and obstacles. Data for this study were obtained from a majority of federally funded CM-GC projects completed between 2004 and 2015. It was found that the use of BV procurement versus QBS procurement had no statistically significant difference in project characteristics or in performance of the projects in the data set. The choice of BV or QBS procurement coincided with an agency’s CM-GC stage of organizational development and influences of nonagency stakeholders on the CM-GC process. When agencies and the local industry were new to CM-GC, they were found to use BV procurement because it is closer to the traditional procurement culture and is perceived to result in a fair market project price. Alternatively, agencies and local industry partners with an established history of using CM-GC projects were found to choose QBS procurement. Because of the low level of design at the time of procurement, assumptions relating to risk, production rates, materials sources, and other aspects may be too preliminary to secure a reliable price. The use of BV procurement was found to pose a risk to innovation and to increase negotiation efforts. Qualitative trends from the project data, interviews, and the literature point to agencies using QBS procurement for the majority of CM-GC projects and BV procurement for CM-GC projects with lesser complexity or more highly developed designs at the time of selection.
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Lubis, Zulkifli. "The Importance of Communication Management Improving the Performance of Construction Project Managers in Developing Countries." Journal of Southwest Jiaotong University 56, no. 3 (June 30, 2021): 473–84. http://dx.doi.org/10.35741/issn.0258-2724.56.3.40.
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The biggest threat that results in the project not being successful is failure to build a stakeholder project. Based on research on construction projects in developing countries, the lack of communication among workers due to cultural uniformity and the uniqueness of their respective regions can become work constraints that can affect implementation performance and productivity, namely, there is a 69.61% decrease in time performance. The main objective of this research is to analyze the role of communication management in improving the performance of construction project managers in developing countries, particularly the role of construction managers in implementing a construction project. This research uses a qualitative approach and a case study method. Sampling using purposive sampling. Forum Group Discussion to see how the opinions of construction project managers in Indonesia view the importance of communication management in the success of construction projects. The study results explain that the need for Public Relations Infrastructure management plays a role in ensuring various policies and communication to the public. This is a reflection of the effective function of public relations in the implementation of infrastructure development. In carrying out the construction, the construction project manager must pay attention to communication dynamics to support the success of infrastructure development projects. Contractors and other parties involved in infrastructure development must raise awareness of the essence of effective communication in fostering trust in the public concerned with infrastructure development.
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Tayeh, Bassam A., Rola O. Yaghi, and Yazan I. Abu Aisheh. "Project Manager Interventions in Occupational Health and Safety During the Pre-construction Phase in the Gaza Strip." Open Civil Engineering Journal 14, no. 1 (March 20, 2020): 20–30. http://dx.doi.org/10.2174/1874149502014010020.
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Background: Construction industry is classified as one of the most dangerous industries, where workers are exposed to accidents and risks. Objective: This study inspected the role of project manager in promoting Occupational Health and Safety (OHS) during the pre-construction phase in the construction projects in the Gaza Strip. Previous studies were reviewed in order to extract the impact of inadequate health and safety interventions in the construction projects throughout the world, and their applicability in the Gaza Strip was determined. Methods: This was achieved through a pilot study and a draft questionnaire. The questionnaire was developed in order to assess and evaluate the perception of project managers on the extent of their roles in promoting health and safety in the pre-construction phase. The sample size was 101, out of which, 77 completed questionnaires were returned by the respondents. Results: The study revealed that two project parameters, mainly affected by inadequate health and safety interventions, were quality and labour productivity. The main stage during which a project manager played a significant role in promoting health and safety was the planning stage, with “identifying specific safety issues from prior experience” being the highest sub-factor, which was followed by the designing stage, with “plan works at the design phase through a time schedule, citing the duration of processes, divided into steps and any process priority” being the highest sub-factor. Conclusion: Finally, there was the tendering stage, with “make ensure that facilities are provided on site for first aid and emergency medical treatment in the event of an accident” being the highest sub-factor. The results of this study show great awareness of a project manager in promoting health and safety in the pre-construction phase.
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Apanavičienė, Rasa, and Arvydas Juodis. "CONSTRUCTION PROJECTS MANAGEMENT EFFECTIVENESS MODELLING WITH NEURAL NETWORKS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 9, no. 1 (March 31, 2003): 59–67. http://dx.doi.org/10.3846/13923730.2003.10531302.
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The paper deals with important aspects of construction management key factors identification and their relative significance for the construction projects management effectiveness. The approach of artificial neural network allows the construction projects management effectiveness model to be built and to determine the key determinants from a host of possible management factors that influence the project effectiveness in terms of budget performance. A list of construction management factors was collected according to the results of past research and opinion of experienced construction management practitioners. A survey questionnaire was compiled and distributed to construction management companies in Lithuania and the USA. The historical data of construction projects performance have been used to build the neural network model. Altogether twelve key construction management factors were identified covering areas related to the project manager, project team, project planning, organization and control. Based on these factors, the construction projects management effectiveness model was established. The application algorithm of that model is presented. The established neural network model can be used during competitive bidding process to evaluate management risk of construction project and predict construction cost variation. The model allows the construction projects managers to focus on the key success factors and reduce the level of construction risk. The model can serve as the framework for further development of the construction management decision support system.
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Alleman, Douglas, Richard B. Duval, and Keith R. Molenaar. "Roles and Responsibilities of Independent Cost Estimator in Construction Manager–General Contractor Highway Construction." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 15–22. http://dx.doi.org/10.3141/2630-03.
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The use of construction manager–general contractor (CM-GC) project delivery is gaining momentum with highway projects across the United States. This project delivery process is different from the traditional design–bid–build (D-B-B) process in that an agency works with one CM-GC to develop the construction cost. To ensure that agencies receive fair market value, many agencies employ an independent cost estimator (ICE) in lieu of competitive bidding. The findings of a research effort to explore ICE roles, responsibilities, and best practices within highway construction are presented. The findings were derived through a review of previous literature, current agency CM-GC ICE policies, surveys of 25 completed CM-GC projects, and in-depth interviews with highway agency officials on six of the projects. The six projects were selected for interviews from the set of completed projects to allow for cross-case comparison. Although multiple best practices are identified, the two key findings of the research are that the ICE should have construction experience and local knowledge and should be an involved team member throughout the design process. In summary, all of the reviewed agencies found the ICE role to be essential in establishing a competitive construction contract cost and thereby gaining value through early contractor involvement. Some agencies found that the ICE added value beyond the costing process as a team member throughout design, but this practice was not found to be universal across all projects studied.
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Sahare, Janhvi A. "Planning and Scheduling of Nagpur Metro Project using Smart-sheet tool." International Journal for Research in Applied Science and Engineering Technology 9, no. 8 (August 31, 2021): 1032–35. http://dx.doi.org/10.22214/ijraset.2021.37525.
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Abstract: Smart-Sheet is a project management software product, developed and sold by Smart consultancies. It is designed to assist a project manager in developing a plan, assigning resources to tasks, tracking progress, managing the budget, and analysing workloads. Smart sheet can be used as a standalone tool for tracking project progress or it can be used for tracking complex project distributed in many geographical areas and managed by a number of project managers. Smart Sheet is designed to assist a project manager in: 1) Developing a plan, 2) Assigning resources to tasks, 3) Tracking progress, 4) Managing budget and 5) Analysing workloads. In this study an effort is made to estimate the changes in overall cost and time required to execute the phase 1 work of Nagpur metro rail project when done by conventional execution approach and when done by project management software tool of smart sheet Keywords: Project management, Smart sheet, Conventional construction execution, Cost optimization, Time optimization, Resource optimization.
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Noor, Syaharudin Shah Mohd, Muneera Esa, Ernawati Mustafa Kamal, and Aida Azlina Mansor. "Project manager personality traits towards project success: Moderated role of working experience in perspectives of small public construction projects in Malaysia." International Journal of Construction Supply Chain Management 10, no. 4 (December 31, 2020): 234–50. http://dx.doi.org/10.14424/ijcscm104020-234-250.
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Project success requires organisations and project managers to change strategies to satisfy stakeholders. Research into project success needs comprehensive analysis and approaches in various contexts, especially touching on non-technical skills (personality). This study aims to focus on examining the association of Project Manager Personality Traits (PMPTs) to the success of Small Public Construction Projects (SPCPs) and moderated by working experience. A survey was carried out to collect data using a structured Big Five Inventory (BFI) and Project Success Achieved Instrument (PSAI) questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used on a sample of 137 respondents for hypotheses testing and moderation effect analysis. Results show that PMPTs had a positive impact on the success of SPCPs. Conscientiousness (CT) and Agreeableness (AG) traits influence were more prominent when compared with other traits. While working experience does not moderate the relationship between PMPTs and the success of SPCPs. This study reflected the theoretical research of personality traits and their impact on the construction management industry. There have been limited studies of project success in the relationship with the BFI in the past, especially in the SPCPs context. The present study provides a basis for researchers interested in this area to examine further the use of BFI and PSAI as resources in other industries. Practically these findings may enable government or authorities to better align and suit project managers and their assigned project-based levels, where project managers are located in ministries overseeing small-scale projects. This study contributes theoretically to SPCPs literature by offering insights into project manager personality affecting project success and focus on selected agency in Malaysia.
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Thapa, Raju, and Santosh Kumar Shrestha. "Critical Success Factors of Project Management in Nepalese Hydropower Projects." Journal of Advanced College of Engineering and Management 4 (December 31, 2018): 105–9. http://dx.doi.org/10.3126/jacem.v4i0.23199.
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The delay in the construction industry is a global phenomenon and the construction industry in Nepal can!t be the exception. To deliver the project product on time, within the budget, of quality in the safest manner is the goal of project management. Even potentially good projects are failing because of the weak project management performance in Nepalese construction projects. Due to the lack of research based findings in these areas, the new project managers are facing problems about in which areas they need to focus for successful delivery of the project. The purpose of this research is to find out the critical success factors of project management that help the project parties reach their goal as planned in Nepalese hydropower projects. In this study, general success factors of project management were collected from various literatures and the pilot survey, rank them based on relative importance index (RII), and found top seven success factors as critical success factor. Based on the 85 responses from project managers and experts working in hydropower projects in the first stage study, top seven success factors of project management were Effective communication between project team members (S1), Job satisfaction of project team members (S2), Timely decision by client (S3), Competence of the project manager (S4), Effective coordination between stakeholders, public institutions (S5), Competence of the project team members (S6), Proper and timely supervision (S7).
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Zavadskas, Edmundas Kazimieras, Zenonas Turskis, and Jolanta Tamošaitienė. "MULTICRITERIA SELECTION OF PROJECT MANAGERS BY APPLYING GREY CRITERIA / PROJEKTŲ VALDYTOJO PARINKIMO DAUGIATIKSLIO VERTINIMO MODELIS." Technological and Economic Development of Economy 14, no. 4 (December 31, 2008): 462–77. http://dx.doi.org/10.3846/1392-8619.2008.14.462-477.
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There is a number of criteria and associated sub‐criteria influencing the match of managers to construction projects. Criteria and sub‐criteria were identified based on a thorough review of the related literature and interviews of management personnel involved in the project managers selection. Project managers characteristics are considered to be less important for an effective project management. The model is based on multicriteria evaluation of project managers. The evaluation embraces the identified criteria influencing the process of construction project manager selection. This paper considers the application of grey relations methodology to defining the utility of alternatives, and offers a multiple criteria method of Complex Proportional Assessment of alternatives with grey relations (COPRAS‐G) for analysis. In this model, the parameters of the alternatives are determined by the grey relational grade and expressed in terms of intervals. A case study presents the selection of construction project manager. The results obtained show that this method may be used as an effective decision aid in multicriteria selection. Santrauka Rodiklių ir susietų subrodiklių skaičius daro poveikį statybos projektų vadovo parinkimui. Išnagrinėjus literatūrą buvo atrinkti pagrindiniai rodikliai, turintys įtaką projektų valdytojo atrankai. Išskirtos svarbiausios projektų valdytojo charakteristikos, gerinančios efektyvų statybos projektų valdymą. Projektų valdytojo modelis pagrįstas daugiatikslio vertinimo metodais. Straipsnyje apžvelgtas intervalais išreikštų sprendinių metodologijos pritaikymas, apibrėžtas alternatyvų naudingumas. Pateiktas daugiatikslio vertinimo kompleksinio proporcingumo įvertinimo metodas naudojant intervalais išreikštus rodiklius intervalais (COPRAS-G). Pateikiamame modelyje alternatyvų parametrai išreikšti intervalais, alternatyvos ranguojamos, nustatomas jų prioritetas. Sprendžiamas uždavinio pavyzdys rodo efektyvų statybos projektų valdytojo parinkimą. Tai iliustruoja gauti rezultatai.
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Xie, Hai. "History and Topics of the Project Management." Applied Mechanics and Materials 405-408 (September 2013): 3372–75. http://dx.doi.org/10.4028/www.scientific.net/amm.405-408.3372.
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Project management is the overall planning, coordination, and control of a project from beginning to completion. Project management is aimed at meeting a clients requirement in order to produce a functionally and financially viable project. Project management is project management that applies to the construction sector. The construction industry is composed of five sectors: residential, commercial, civil, industrial, and environmental. A construction manager holds the same responsibilities and completes the same processes in each sector. All that separates a construction manager in one sector from one in another is the knowledge of the construction site. This may include different types of equipment, materials, subcontractors, and possibly locations. A contractor is assigned to a construction project once the design has been completed by the architect or is still in progress. This is done by going through a bidding process with different contractors. The contractor is selected by using one of the three selection methods: low-bid selection, best-value selection, or qualifications-based selection. A construction manager should have the ability to handle public safety, time management, decision making, mathematics, and human resources.
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Taje, T., and J. J. Smallwood. "The erroneous use of the term construction project manager in lieu of construction manager in South Africa." IOP Conference Series: Earth and Environmental Science 654, no. 1 (February 1, 2021): 012022. http://dx.doi.org/10.1088/1755-1315/654/1/012022.
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Afshari, Ali Reza. "Methods for Selection of Construction Project Manager: Case Study." Journal of Construction Engineering and Management 143, no. 12 (December 2017): 06017003. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001400.
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Kawesittisankhun, Kittipos, and Jakrapong Pongpeng. "Relationships of construction project manager, engineer, and foreman skills." IOP Conference Series: Materials Science and Engineering 639 (October 28, 2019): 012027. http://dx.doi.org/10.1088/1757-899x/639/1/012027.
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Yadollahi, Mohammadreza, Mohammad Mirghasemi, Rosli Mohamad Zin, and Bachan Singh. "Architect Critical Challenges as a Project Manager in Construction Projects: A Case Study." Advances in Civil Engineering 2014 (2014): 1–15. http://dx.doi.org/10.1155/2014/205310.
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All construction professionals such as civil, mechanical, and electrical engineers, quantity surveyors, and architects have important roles in the construction process. Among these, architects are frequently appointed as a project manager (PM). The role of a PM will drive the success of the projects implementation. Therefore, the capability of an architect as a PM (ArPM) is critical in reducing challenges encountered. Accordingly, the identification of these challenges is an important task in selecting an appropriate ArPM. The aim of this study is to identify the most critical challenges faced by an ArPM for construction projects. The data were collected through questionnaires and interviews with architects and professionals in the Malaysian construction industry. Because of the fuzziness and uncertainty of subjective responses, Fuzzy Set Ttheory is applied to identify critical challenges. A total of 65 questionnaires were distributed and 36 questionnaires were returned. The results revealed that the critical challenges faced by an ArPM are “poor planning,” “unfamiliar technology,” “unfamiliarity with green buildings and materials,” “inappropriate scheduling,” and “poor workmanship.” All critical challenges were then categorized into six main groups including technical, managerial, personal skills, contractual, psychological, and financial.
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Panas, Antonios, John-Paris Pantouvakis, and Sergios Lambropoulos. "A Simulation Environment for Construction Project Manager Competence Development in Construction Management." Procedia - Social and Behavioral Sciences 119 (March 2014): 739–47. http://dx.doi.org/10.1016/j.sbspro.2014.03.083.
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Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
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Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
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Ahmad, Maqsood, and Raheela Habib. "The Role of Top Management as a Moderator on Project Success during Project Life Cycle." Journal of Quantitative Methods 5, no. 1 (March 1, 2021): 111–35. http://dx.doi.org/10.29145/2021/jqm/050105.
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The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management.
Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success.
Jell Classification: H43; O22
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Choudhari, Sanjay, and Amit Tindwani. "Logistics optimisation in road construction project." Construction Innovation 17, no. 2 (April 3, 2017): 158–79. http://dx.doi.org/10.1108/ci-03-2016-0014.
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Purpose This study aims to assist the project manager in minimising the material logistics cost of road project by planning the optimal movement of aggregate across three stages of supply chain: sourcing, processing and distribution. Design/methodology/approach The paper conceptualises the raw material consumption in a road project as a logistics network distribution problem. A linear programming (LP) formulation is constructed with appropriate decision variables by integrating the three stages of material movement. The series of LP scenarios are solved using an LP solver to decide the optimal movement of the aggregate to be consumed in different layers of road segments. Findings The results obtained from the model show that planning material logistics of an entire road project using optimisation provides substantial saving in logistics costs than using common sense. Further, the magnitude of cost saving improves as the complexity of the model increases in term of enormous feasible options. Practical implications The model shown in this paper may serve as a basis for planning the logistics of raw materials consumed in the road projects. The small improvement in material flows by optimising supply chain shows sensible cost benefit to the project manager and hence control and monitor the overall cost and activities of the project. The output of the model is also expected to help the project team as an input in the decision-making processes such as appropriate material sourcing contract, capacity assessment of material processing facility and transportation planning. Originality/value While the optimisation models are widely used and popular among the many industrial applications, this research shows distinct application of such a model in managing the logistics of the road construction project.
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Verenych, Olena, and Sergey Bushuyev. "Interaction researching mental spaces of movable context, stakeholders, and project manager." Organization, Technology and Management in Construction: an International Journal 10, no. 1 (March 2, 2018): 1684–95. http://dx.doi.org/10.1515/otmcj-2016-0021.
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AbstractAs practice shows, the success of project implementation depends on the clear and integrated interaction between stakeholders, the project manager, and the movable context. Such an interaction exists on the level of mental spaces. If the mental spaces are congruent, in other words, all things are in the space of clear and univocal understanding of all aspects of the project, “are speaking the same language,” then project implementation is clear, exact, and in time.On practice, it is observed that full understanding is absent during project initialization and implementation and mental space cannot be congruent completely or is congruent partially. This situation exists during the implementation of the international projects, which involves working together with specialists from different countries. In this case, the project manager must organize interaction between different mental spaces.A research hypothesis consists of the assumption that the interaction between mental spaces of the movable context, stakeholders, and the project manager is carried out in a blended mental space. This space is temporary in relative to other mental spaces during the project life cycle; the project manager should manage this space through the usage of different skills.The research was carried out by scientific methods of theories of mental and blended spaces, and the theory of knowledge, i.e. theoretical and empirical research using project management approaches.The research’s results showed that organization of interaction in the blended mental space with using appropriate competencies of the project manager provides successful project implementation. The theoretical base of research is presented in the example of the implementation of one of the largest infrastructure projects in Ukraine: New Safe Confinement Construction.
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Alashwal, Ali Mohammed, Nurfarhana Farza Fareed, and Karam Mustafa Al-obaidi. "Determining Success Criteria and Success Factors for International Construction Projects for Malaysian Contractors." Construction Economics and Building 17, no. 2 (June 23, 2017): 62–80. http://dx.doi.org/10.5130/ajceb.v17i2.5319.
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The success of international construction projects is fraught with various challenges such as competitiveness, lack of resources, versatile global economy, and specific conditions in the host country. Malaysian contractors have been venturing into global construction market since early 1980s. However, their venturing was not successful all the time. The number of international projects awarded to Malaysian contractors has reduced drastically during the past decade. Taking advantage of this experience, this paper aims to identify the success criteria and success factors of international construction projects. The data was collected from 120 respondents using a questionnaire survey and analysed using principal component analysis and regression analysis. The results revealed three principal criteria of project success namely, Management Success, Functional Success, and Organisation Success. The main components of success factors include Team Power and Skills, Resource Availability, External Environment, Organisation Capability, Project Support, and Project Organisation. Further analysis emphasized the importance of strong financing capacity of contractors, project social environment, and competence of the project manager in achieving project success. The results of this paper can serve as a guideline for contractors and project managers to achieve success in this context. Future studies may provide in-depth analysis of success criteria and success factors specific for construction project type and host-country location.
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Ochieng, Edward Godfrey, Andrew David Freeman Price, Ximing Ruan, Yassine Melaine, and Charles Egbu. "The Impact of Cross-Cultural Factors on Heavy Engineering Projects." International Journal of Information Technology Project Management 4, no. 3 (July 2013): 1–21. http://dx.doi.org/10.4018/jitpm.2013070101.
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Managing in today’s environment provides many challenges and project teams are frequently confronted with situations which challenge the traditional ways projects have been managed. Project success is dependent upon the effective management of people and at the heart of this process is client leadership. Terms such as responsive project manager, issue resolution and value criteria are increasing in popularity, however, dealing with the mutual inconsistency these three terms provides a challenge to most of today’s multinational construction organizations. In spite of recent extensive research, there has been little consideration given to how to classify success factors that influence cross-cultural project team performance. The reported research employed both in-depth interviews and postal questionnaires methodologies to capture the relevant experiences of senior managers in Kenya and the UK. The results were grouped under three major headings: (i) monitoring project team performance; (ii) achieving team goals; and (iii) maintaining team affiliations. The project leaders agreed that successful cross-cultural project team performance can be achieved by creating an effective integrated cross-cultural construction team. The findings accentuates a need for future research into project success factors to investigate the experiences of virtual project leaders and the difficulties faced in realizing effective project team performance.
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Taufik, Muhammad, Muttaqin Muttaqin, and Anita Rauzana. "FAKTOR-FAKTOR RISIKO WAKTU YANG MEMPENGARUHI BIAYA PELAKSANAAN PROYEK KONSTRUKSI GEDUNG DI PROVINSI ACEH." Jurnal Arsip Rekayasa Sipil dan Perencanaan 1, no. 4 (December 9, 2018): 156–63. http://dx.doi.org/10.24815/jarsp.v1i4.12466.
Full textAbstract:
In the implementation of building construction projects in Aceh Province, faced with problems related to delays. The delay in the project has been a major contribution to the swelling of project costs. This study aims to identify the dominant time risk factors that occur during the implementation of building construction projects, as well as to analyze the relationship and influence between time risk factors to the cost of building construction projects in Aceh Province. This study uses qualitative methods through interviews and quantitative through the distribution of questionnaires. Resource persons and respondents addressed to the project manager of building contractor company with sub-field BG004 starting from qualification M1, M2, and B1. Based on the data of Construction Services Procurement Service (LPJK) Year 2017 the number of contractor companies obtained as many as 215 companies, using Slovin formula then the research sample obtained as many as 68 companies. The sampling technique used is purposive sampling. Data processing methods consist of validity test, and reliability, while data analysis consists of descriptive analysis, simple correlation and multiple linear regression through Statistical Product and Service Solution (SPSS) version 22 software. The results show that the dominant time risk factors that occur during implementation the building construction project in Aceh Province is a financial factor with a mean of 4.592. Equipment, environmental, labor, implementation, management, and political factors have a low correlation with Spearman coefficients of 0.224, 0.261, 0.274, 0.270, 0.366, and 0.228, while material, financial, criminal and project manager factors have a strong relationship low with Spearman coefficient of 0.199, 0.128, 0.042 and 0.148 to the cost of implementing the building construction project in Aceh Province. The effect of time risk factors on the cost of building construction projects in Aceh Province, which has significant effect is the material, equipment, finance, environment, labor, implementation, management, political, and project manager factors with tcount ttable and significance value 0.05.