Project Management for making a Production Facility
1 The basic ingredients for a project management framework are- A working knowledge of general management
- Familiarity with the special knowledge domain related to the project
- Supporting disciplines such as computer science and decision science may also play an important role
2. Functions of project management for construction generally include the following:
- Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants.
- Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan.
=Implementation of various operations through proper coordination and Control of planning, design, estimating, contracting and construction in the entire process.
- Development of effective communications and mechanisms for resolving conflicts among the various participants.
3. Nine distinct areas
- Project integration management to ensure that the various project elements are effectively coordinated.
- Project scope management to ensure that all the work required (and only the required work) is included.
-Project time management to provide an effective project schedule.
-Project cost management to identify needed resources and maintain budget control.
-Project quality management to ensure functional requirements are met.
-Project human resource management to development and effectively employ project personnel.
-Project communications management to ensure effective internal and external communications.
-Project risk management to analyze and mitigate potential risks.
-Project procurement management to obtain necessary resources from external sources.
Strategic Planning and Project Programming
Among various types of construction, the influence of market pressure on the timing of initiating a facility is most obvious in industrial construction. [3] Demand for an industrial product may be short-lived, and if a company does not hit the market first, there may not be demand for its product later. With intensive competition for national and international markets, the trend of industrial construction moves toward shorter project life cycles, particularly in technology intensive industries.
Setting priorities for projects
acquiring ......... acres of land and discussing with designers what comes first and next.the owner often employs a designer (an architectural/engineering firm) which prepares the detailed plans and specifications for the constructor (a general contractor). The designer also acts on behalf of the owner to oversee the project implementation during construction. The general contractor is responsible for the construction itself even though the work may actually be undertaken by a number of specialty subcontractors.
Resource Constraints for Mega Projects
The limitations in some or all of the basic elements required for the successful completion of a mega project include:
Engineering design professionals to provide sufficient manpower to complete the design within a reasonable time limit.
Construction supervisors with capacity and experience to direct large projects.
The number of construction workers with proper skills to do the work.
The market to supply materials in sufficient quantities and of required quality on time.
The ability of the local infrastructure to support the large number of workers over an extended period of time, including housing, transportation and other services.
To compound the problem, mega projects are often constructed in remote environments away from major population centers and subject to severe climate conditions. Consequently, special features of each mega project must be evaluated carefully.
Effects of Project Risks on Organization
Socioeconomic factors Environmental protection
Public safety regulation
Economic instability
Exchange rate fluctuation
Organizational relationships Contractual relations
Attitudes of participants
Communication
Technological problems
Design assumptions
Site conditions
Construction procedures
Construction occupational safety
Organization of Project Participants
In general, there are many ways to decompose a project into stages. The most typical ways are:
Sequential processing whereby the project is divided into separate stages and each stage is carried out successively in sequence.
Parallel processing whereby the project is divided into independent parts such that all stages are carried out simultaneously.
Staggered processing whereby the stages may be overlapping, such as the use of phased design-construct procedures for fast track operation.
It should be pointed out that some decompositions may work out better than others, depending on the circumstances. In any case, the prevalence of decomposition makes the subsequent integration particularly important. The critical issues involved in organization for project management are:
How many organizations are involved?
What are the relationships among the organizations?
When are the various organizations brought into the project?
There are two basic approaches to organize for project implementation, even though many variations may exist as a result of different contractual relationships adopted by the owner and builder. These basic approaches are divided along the following lines:
Separation of organizations. Numerous organizations serve as consultants or contractors to the owner, with different organizations handling design and construction functions.
Typical examples which involve different degrees of separation are:
Traditional sequence of design and construction
Professional construction management
Integration of organizations. A single or joint venture consisting of a number of organizations with a single command undertakes both design and construction functions.
Two extremes may be cited as examples:
Owner-builder operation in which all work will be handled in house by force account.
Turnkey operation in which all work is contracted to a vendor which is responsible for delivering the completed project
In Army to make a project for production faacility When a project is authorized, a project manager is selected from the most appropriate branch to head the project, together with a group of staff drawn from various branches to form the project team. When the project is completed, all members of the team including the project manager will return to their regular posts in various branches and divisions until the next project assignment. Thus, a matrix organization is used in managing each project.
The organization was as follows:
there usually exist an Engineering Division and an Operations Division, and, in a large units, a Construction Division.
Under each division, there are several branches.
Since the authorization of a project is usually initiated by the Higher HQ , the planning and design functions are separated in order to facilitate operations in Engineering Division If construction is ultimately authorized, the work may be handled by the Construction Division or by outside contractors.
The Operations Division handles the operation of locks and other facilities which require routine attention and maintenance.
- Familiarity with the special knowledge domain related to the project
- Supporting disciplines such as computer science and decision science may also play an important role
2. Functions of project management for construction generally include the following:
- Specification of project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants.
- Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan.
=Implementation of various operations through proper coordination and Control of planning, design, estimating, contracting and construction in the entire process.
- Development of effective communications and mechanisms for resolving conflicts among the various participants.
3. Nine distinct areas
- Project integration management to ensure that the various project elements are effectively coordinated.
- Project scope management to ensure that all the work required (and only the required work) is included.
-Project time management to provide an effective project schedule.
-Project cost management to identify needed resources and maintain budget control.
-Project quality management to ensure functional requirements are met.
-Project human resource management to development and effectively employ project personnel.
-Project communications management to ensure effective internal and external communications.
-Project risk management to analyze and mitigate potential risks.
-Project procurement management to obtain necessary resources from external sources.
Strategic Planning and Project Programming
Among various types of construction, the influence of market pressure on the timing of initiating a facility is most obvious in industrial construction. [3] Demand for an industrial product may be short-lived, and if a company does not hit the market first, there may not be demand for its product later. With intensive competition for national and international markets, the trend of industrial construction moves toward shorter project life cycles, particularly in technology intensive industries.
Setting priorities for projects
acquiring ......... acres of land and discussing with designers what comes first and next.the owner often employs a designer (an architectural/engineering firm) which prepares the detailed plans and specifications for the constructor (a general contractor). The designer also acts on behalf of the owner to oversee the project implementation during construction. The general contractor is responsible for the construction itself even though the work may actually be undertaken by a number of specialty subcontractors.
Resource Constraints for Mega Projects
The limitations in some or all of the basic elements required for the successful completion of a mega project include:
Engineering design professionals to provide sufficient manpower to complete the design within a reasonable time limit.
Construction supervisors with capacity and experience to direct large projects.
The number of construction workers with proper skills to do the work.
The market to supply materials in sufficient quantities and of required quality on time.
The ability of the local infrastructure to support the large number of workers over an extended period of time, including housing, transportation and other services.
To compound the problem, mega projects are often constructed in remote environments away from major population centers and subject to severe climate conditions. Consequently, special features of each mega project must be evaluated carefully.
Effects of Project Risks on Organization
Socioeconomic factors Environmental protection
Public safety regulation
Economic instability
Exchange rate fluctuation
Organizational relationships Contractual relations
Attitudes of participants
Communication
Technological problems
Design assumptions
Site conditions
Construction procedures
Construction occupational safety
Organization of Project Participants
In general, there are many ways to decompose a project into stages. The most typical ways are:
Sequential processing whereby the project is divided into separate stages and each stage is carried out successively in sequence.
Parallel processing whereby the project is divided into independent parts such that all stages are carried out simultaneously.
Staggered processing whereby the stages may be overlapping, such as the use of phased design-construct procedures for fast track operation.
It should be pointed out that some decompositions may work out better than others, depending on the circumstances. In any case, the prevalence of decomposition makes the subsequent integration particularly important. The critical issues involved in organization for project management are:
How many organizations are involved?
What are the relationships among the organizations?
When are the various organizations brought into the project?
There are two basic approaches to organize for project implementation, even though many variations may exist as a result of different contractual relationships adopted by the owner and builder. These basic approaches are divided along the following lines:
Separation of organizations. Numerous organizations serve as consultants or contractors to the owner, with different organizations handling design and construction functions.
Typical examples which involve different degrees of separation are:
Traditional sequence of design and construction
Professional construction management
Integration of organizations. A single or joint venture consisting of a number of organizations with a single command undertakes both design and construction functions.
Two extremes may be cited as examples:
Owner-builder operation in which all work will be handled in house by force account.
Turnkey operation in which all work is contracted to a vendor which is responsible for delivering the completed project
In Army to make a project for production faacility When a project is authorized, a project manager is selected from the most appropriate branch to head the project, together with a group of staff drawn from various branches to form the project team. When the project is completed, all members of the team including the project manager will return to their regular posts in various branches and divisions until the next project assignment. Thus, a matrix organization is used in managing each project.
The organization was as follows:
there usually exist an Engineering Division and an Operations Division, and, in a large units, a Construction Division.
Under each division, there are several branches.
Since the authorization of a project is usually initiated by the Higher HQ , the planning and design functions are separated in order to facilitate operations in Engineering Division If construction is ultimately authorized, the work may be handled by the Construction Division or by outside contractors.
The Operations Division handles the operation of locks and other facilities which require routine attention and maintenance.
