Challenges to Project Management in Construction

Ch bothenges to Project care in anatomical structureBy Aivaras SymanasIntroductionThis work uses Dreadnought regurgitate as a vehicle for discussion for ch allenges and of roam counseling in device as well(p) as examining risk management system, particularly focusing upon the issues that recrudesce from .Challenges to anatomical structure Project worryThe complexness of clients demands, together with the increasing complexity of the building diligence, particularly as a result of techno luculent developments, has oer the years resulted in specialisation within the industry. Variety of professions have create as separate skills (e.g. Architecture, Quantity Surveying, ME Engineering and so on) and stock-still on a small utilisation all of those skills atomic number 18 involved. The key to the management of turn vagabonds is therefore the way in which the contributors argon organised so that their skills are use in the dependable manner and at the right era for t he maximum benefit to the client. There is little point in the construction industry developing its skills if they are not then implemented effectively.(Walker, 2002)Scenario issuesIn addition to the professions already mentioned, e very construction purpose involves many another(prenominal) of the side by side(p) additional stakeholders Multiple regulatory bodies, local residents, statutory undertakers, end users etc. Internal and external stakeholders would be involved in different stages of the project. primaeval and comprehensive stakeholder identification and analysis, together with regular monitoring and updating, is necessary in order to deal successfully with all stakeholders and defuse many viable project obstacles. (Guerin, 2012)Successful Construction Project ManagementA project may be considered as successful if the building is delivered at the right time, at the appropriate price and quality standards, and delivers the client with a juicy level of satisfaction. (N aoum Langford, 1989). Effective project management researchs to move in sure that these objectives are graspd, but nonetheless, completing large construction projects on time and on budget depends on a mettlesome degree of synchronization among many stakeholders which requires the entire team to work in collaboration. The need for collaboration proceed and are depended on level of uncertainty, interdependence and complexity of the project.Issues with construction industry and its link with collaboration was recognized in the Latham Report (Constructing the Team) in 1994, and once more reinforced by the Egan Report in 1998 (Rethinking Construction)(Gardiner, 2014) .It is fair to say, that collaboration is regular(a) more needed in todays industry with its complex chain of summate and introduction of specialist subcontractors and supplier design. Effective collaboration is one of the tools to mark off that stakeholders stack accomplish the complex duration of interconnected tasks on time.Tools to achieve collaborationhttp//www.constructionbusinessowner.com/topics/strategy/construction-company-management/key-successful-construction-project-managementDecision makingIron TriangleAs mentioned earlier, time bell and quality, also cognize as iron triangle, is very much associated with project success, finding a perfect balance between them, or identifying the priorities of key elements could play a big role of project management.Lawrence Miles real methodology called value engineering which is used to solve capers and identify and spend unwanted costs, while improving function and quality. In construction this involves considering the handiness of materials , construction methods , transportation issues, site limitations or restrictions, planning and organisation, costs, profits and so on. https//www.designingbuildings.co.uk/wiki/Value_engineering_in_building_design_and_constructionKnowledgeDreadnought project involves major refurbishment works, as w ell as replacement of existing services. According to (Koehn Tower, 1982) refurbishment work demands even greater supervision than new build work, given the increase in labour, together with a corresponding increase in fragmented specialize work and the difficulties associated with unforeseen challenges such as as trump outos findings in demolition stage. The high level of uncertainty in refurbishment projects tends to lead to project over-run. The susceptibility of project manager to cope with unexpected change and/or conflicts are necessary as well as knowledge associated with the analysis of project risks. (Smyth Pryke, 2008)Provision of a Risk Management StrategyRisk Management is a particular form of decision making within project management, these decisions are made against a prede barrierined set of objectives, rules or priorities ground upon knowledge, data and reading relevant to the issue. (J.Smith, et al., 2009). Nevertheless, it is not possible to have all relevant information on time, or conditions of total certainty and in some cases decisions are ill-founded, not based on a logical assessment of project specific criteria and lead to difficulties later. (J.Smith, et al., 2009). Dreadnought project was think to be open by 2016, but due.kas nutiko ? the main contractor was liquidated.In construction projects each of the three primary targets of iron triangle entrust be likely to be subject to risk and uncertainty. It follows that a pragmatic estimate is one which makes appropriate wagess for all those risk and uncertainties which can be anticipated from experience and foresight. Project managers should undertake or propose actions which disapprove the risks they occur, or reduce the effects of risk or uncertainty and make provision for them if they occur when this is possible and cost effective. (J.Smith, et al., 2009).Most commonly, the Client has an boilers suit risk management strategy and policy included in the strategical document s and quality management systems. Main issues concerning project owner risk strategy are risk ownership (which party owns the risk risk ikon and transfer) and risk financing (how to include and use budget risk allowance or contingency). Project planning methods should be utilized to communicate to all parties in a project, to identify sequences of activities and to draw attention to potential problem areas. The successful realization of a project will depend greatly on careful planning and continuous monitoring and updating. Sequences of activities will be defined and linked on a timescale to ensure that priorities are determine and that efficient use is made of expensive and/or scarce resources. The purpose of planning are therefore to persuade people to perform tasks beforehand they delay the operations of other groups pf people, and in such a sequence that the best use is made of available resources and to provide a modeling for decision making in the event of change. Project management information systems (PMISs) should forecast the outcome of a project in terms related to to achievement of its objectives. Integrated cost models link time with money. They provide project managers with forecasts to completion in terms of cost, time resource usage and hard cash flow. Decision about future actions can be made with the best available forecasts in these terms. Cost models also help to overcome an instruction execution gap between monitoring systems and the managers action. Risk management software (RMS) is the term used to denote a specialist software, which can be used to apply on of the many risk assessment methodologies (e.g. Origami, Procore)It is well known fact that managing risk has two major objectives to avoid the downside risks and to exploit opportunities. And very often, the latter has been neglected, as the former has much more to do with securing your project objectives, which for many organizations is priority. But on the hand, the major l eaps in project cost and time reduction are results of innovative thinking with focus on exploring opportunities by challenging the risks. The trend today is to establish ambitious goals, to seek for new technological solutions and concepts and to look for effective ways of organizing and managing projects (J.Smith, et al., 2009)To achieve these aims it is suggested that a systematic approach is followed to identify the risk sources, to quantify their effects, to develop management responses to risk and finally to provide for residual risk in the projects estimates. These intravenous feeding stages comprise the core of the process of risk management. Risk Management can be one of the most creative task of project management. (J.Smith, et al., 2009) casualtyConclusionConclude recommend there are specific separate to the question, however, there may be a variety of options, it is useful to valuate these before you conclude the conclusion should re-iterate, this may be subjective, if a fit view is stated, this cannot be wrong, however there must be a conclusionWord count (excluding References) 2000Guerin, D. M., 2012. Project Management in the Construction Industry, Massachusetts Brandeis University.J.Smith, N., Merna, T. Jobling, P., 2009. Managing Risk in Construction Projects. 2nd ed. Oxford Blackwell Publishing.Koehn, E. Tower, S., 1982. Current aspects of construction rehabilitation.. ASCE, 108(C02), pp. 330-340.Naoum, S. Langford, D., 1989. An investigation into the performance of management contracts and traditional method of building procurement. s.l.Brunel University teach of Engineering and Design PhD Theses.Smyth, H. Pryke, S., 2008. Collaborative Relationships in Construction. Oxford Blackwell Publishing Ltd.Walker, A., 2002. Project Management In Construction. 4th ed. Oxford Blackwell Science Ltd.