Essential Project Management Functions

2015 ◽  
pp. 83-92
Author(s):  
Ebenezer A. Sholarin ◽  
Joseph L. Awange
Keyword(s):  
Project Management ◽  
Management Functions

Project Management Functions in Facility Owners' Environment: Organizational Diagnostics

1996 ◽  
Vol 2 (4) ◽  
pp. 138-144 ◽  
Author(s):  
Hossam El-Bibany ◽  
Douglas Ault ◽  
Ben Branch ◽  
John Bechtel
Keyword(s):  
Project Management ◽  
Management Functions

Research on Regionalization of Project Management Based on the Construction Enterprise

2013 ◽  
Vol 838-841 ◽  
pp. 3171-3175
Author(s):  
Lu Zhang
Keyword(s):  
Project Management ◽  
Construction Enterprise ◽  
Construction Enterprises ◽  
Countermeasures And Suggestions ◽  
Management Functions

This paper studies the regionalization of project management on the construction enterprise, compares four companies of industry with the different mode about regionalization of project management. It is pointed that the construction enterprises exist the main problems, including the definitude of management functions. The results indicate reasonably that the total five countermeasures and suggestions on the regionalization of project management about the construction enterprise, such as clear market division and the responsible units.

Project management information control systems

1998 ◽  
Vol 25 (4) ◽  
pp. 735-754 ◽  
Author(s):  
Syed Shahid ◽  
Thomas Froese
Keyword(s):  
Project Management ◽  
Construction Management ◽  
Construction Projects ◽  
Problem Analysis ◽  
Information Control ◽  
Management Project ◽  
Management Functions ◽  
And Control ◽  
Flow Of Information ◽  
Cross Reference

Construction managers rely on ready access to a large amount of project information. The entry, processing, and flow of information are important in avoiding problems, delays, and claims on construction projects. This paper describes a study of the extent and nature of project documentation and project information flows within the construction industry. The study mapped various types of project information against the documents that typically provide the information and the construction management functions that provide and access the information. From this analysis, a computer system to support the task of project information management was designed. The problem analysis, requirements specification, system design, and system implementation are described. The system allows construction managers to enter information for a wide variety of project events, cross-reference the various bodies of information, and use the information to monitor and control various aspects of a construction project. The objective of the study was not necessarily to improve upon commercially available project information and documentation tools, but to deepen and formalize our understanding of project information as an input to a larger body of work on integrated project information systems and data standards for the construction industry.Key words: construction management, project management, document control, information flow, databases.

scholarly journals Model and methods of forming the competencies of a flexible team of a sustainable enterprise project

2020 ◽  
Vol 18 (2) ◽  
pp. 38-47
Author(s):  
Svetlana N. Apenko ◽  
Mikhail A. Romanenko
Keyword(s):  
Functional Analysis ◽  
Project Management ◽  
Team Building ◽  
Environmental Indicators ◽  
Project Teams ◽  
Expert Survey ◽  
Current Period ◽  
Project Sustainability ◽  
Management Functions ◽  
The Impact

In recent years, the concept of sustainable development has gained popularity, which is also reflected in project management. For the development of sustainable project management, the task of forming a project team that is able to provide the criteria for sustainability-a balance of economic, social and environmental indicators and effects, both in the current period of time and in the long term. The hypothesis proved in our study is that flexible teams are best suited for sustainable projects. However, the scientific and practical problem is that there are no recommendations on the competence of the flexible team of a sustainable project. The purpose of the research is to substantiate the set of competencies of a flexible team of a sustainable project and suggest ways to form them. The research methods were a functional analysis of the activities of sustainable project teams and an expert survey of project managers. Functional analysis of activities was carried out in 16 project teams of 12 enterprises.155 managers and specialists of project teams of different enterprises in Russia took part in the expert survey. A model of competencies that provide both classical project management functions and team functions for sustainable and flexible project management is proposed. It is proved that in order to ensure project sustainability criteria, team members must have such competencies as planning, monitoring and achieving environmental, social and economic indicators of sustainability, the ability to promptly take into account the dynamic interests of different stakeholders, and the ability to manage the project in the context of environmental and social responsibility of business. It also shows the impact on the effectiveness of projects of such competencies as the ability to combine different functions, be interchangeable team members, timely and qualitatively modify their competencies to meet the dynamic factors of the project environment. In other words, the role of team flexibility as a factor of project performance has been proven. There are defined the main directions of formation of these competencies through project communications, team building, formation of project culture and project thinking, and formation of skills for sustainable project management.

Construction quality management - present and future

1998 ◽  
Vol 25 (3) ◽  
pp. 401-411 ◽  
Author(s):  
Mireille G Battikha ◽  
Alan D Russell
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Quality Management ◽  
Computer System ◽  
State Of The Art ◽  
Iso 9000 ◽  
Construction Quality ◽  
Management Function ◽  
Process Cost ◽  
Management Functions

This paper reviews past work in construction quality management by examining its major components in the context of a study framework derived from ISO 9000. Emphasis is placed on determining the state-of-the-art and exploring the roles that information technology already plays as well as could play in improving the quality management function. The authors elaborate on several dimensions of the quality management view of a project in terms of how it would interact with the physical, process, cost, and as-built views of a project, which are essential to the quality management function as well as to other project management functions. This is done in a way that reflects the authors' vision of the kind of support that a computer system could offer for the tasks of identifying, predicting, analyzing, and solving quality problems in a preventive mode.Key words: construction quality management, ISO 9000, problem prevention, problem prediction, computer system.

Representing a project's physical view in support of project management functions

1998 ◽  
Vol 25 (4) ◽  
pp. 705-717 ◽  
Author(s):  
Alan Russell ◽  
Nicola Chevallier
Keyword(s):  
Project Management ◽  
Value Added ◽  
Management Systems ◽  
Parametric Modelling ◽  
Computer Integration ◽  
Productivity Analysis ◽  
Thought Processes ◽  
Design Considerations ◽  
Integrated Project ◽  
Management Functions

In performing project management functions such as scheduling and project control, construction professionals base much of their reasoning on the physical characteristics and context of the work. And yet this project view is missing in virtually all management systems commonly used in construction, which focus almost exclusively on the process or activity view of a project. It is believed that the facility to provide the physical view of a project is both central and a priority to the development of computer-integrated project management systems in order to successfully imitate and support the thought processes of construction personnel. This paper describes several of the design considerations and features of a parametric modelling module capable of providing such a view. Two of a broad range of applications supported by this module, automatic draft plan and schedule generation and productivity analysis, are briefly described in order to demonstrate the value added by integrating the process and physical views of a projectKey words: computer-integration, physical component breakdown structure, parametric modelling

scholarly journals Time tactics: Project managing policy implementation in a network

2016 ◽  
Vol 28 (2) ◽  
pp. 721-742 ◽  
Author(s):  
Pam Carter
Keyword(s):  
Project Management ◽  
Black Box ◽  
Project Managers ◽  
Power Combining ◽  
Implementation Processes ◽  
Project Life Cycle ◽  
Symbolic Meanings ◽  
Uncertain Future ◽  
Management Functions ◽  
Project Life

Projects are ubiquitous throughout the management of public services and the implementation of public policy but implementation processes often remain a ‘black box’. This article argues that technical approaches to project management neglect the role of power. Combining Foucault’s concept of the productive power of governmentality with the notion of timescapes into an analytical lens, the ethnography opens up the black box to reveal how project management functions as a powerful disciplinary technique. I show what escapes the imposed boundaries of the project as, in contrast to rational representations of the linearity of the project life cycle, decisions are retrospectively framed and the past rewritten. Simultaneously, project managers attempt to bring an uncertain future under control, discursively enrolling actors into their visions. Discursive and symbolic meanings of projects link to materiality as resources are represented as plentiful or meagre. Financial year-end exerts a disciplinary force so that time gets compressed and decision making becomes expedient. As resources move between budgets, governmentality is enacted, while budget headings of ‘other’ account for inevitable remaindering. Creative ‘time tactics’ are an adaptive response to achieving externally imposed targets while performing local project success. It turns out that time is at once metaphysical and mundane.

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