Construction Project Management by Peter Fewings

By Peter Fewings

As expanding calls for and better expectancies are put on undertaking managers a necessity has arisen for an cutting edge publication to let managers to tackle the ever-changing demanding situations inquisitive about overseeing entire works and working with the conflicting wishes of the numerous humans desirous about a development undertaking. in accordance with the author's observations and huge event, this booklet deals the practitioner or the scholar reader a brand new method of venture administration in development and engineering, expanding potency and verbal exchange in any respect phases whereas decreasing expenditures, time and chance. It considers built-in undertaking administration, emphasizing the significance of successfully dealing with exterior elements so as to top in achieving an on-schedule, on-budget consequence and makes a speciality of reliable negotiation with consumers and skilled team management.

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Manage the resources to carry out project activities. Build the project team. Ensure customer requirements are met. 16 Project life cycle and success In traditional procurement systems where there is a sharing of project leadership, there is potential for tasks (1), (3) and (4) to be dealt with in a piecemeal way. The appointment of a dedicated project manager should help to provide customer focus and to draw the client into the team. This gives more certainty to the client approval process. Meeting customer requirements means gaining a knowledge of the customer’s business, sharing problems at an early stage, so that trust is built up and reviewing project goals at regular intervals to make sure that the developing brief meets expectations.

2003) Project Management. 3rd Edition. Financial Times/Prentice Hall, UK. p. 37. A. (1937) ‘Relationship in organisation’. In Papers on the Science of Administration. University of Columbia. J. Mullins (1993) Management and organisational Behaviour. 3rd Edition. Pitman Publishing, London. 8 Maylor H. (2003) Project Management. 3rd Edition. Financial Times/Prentice Hall, Edinburgh. 5. K. P. (1987) ‘Critical factors in successful project implementation’. IEEE Transactions on Engineering Management.

Wateridge [13] in his research on measuring success compares the major criteria as seen from the viewpoint of the users and the project manager. 4 indicates a subtle difference between the two points of view for the top five criteria. ) It is interesting to note that budget and time are more important to users. Perhaps quality has been defined in a different way by the users as it is not otherwise mentioned in the top five. Conclusion Project management has been around for a long time in construction, but has not always delivered the value that clients have been promised.

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