“ANALYTICAL STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY”
UNDER SUPERVISION OF
Submitted in partial fulfillment of the requirements for qualifying
Master of Business Administration
Institute Of Management Technology
Centre for Distance Learning,
TABLE OF CONTENTS
S. NO. CONTENTS PAGE NO.
1. Title of the Project………………………….………………………..3
2. Introduction to the Study……..……………………………………..4
3. Objective and of the study………………………………..…..…….6
4. Research Methodology ………………………………………….….7
5. Review of Literature……………………………………………….10
6 Limitation of the study…………………………………………….11
1.TITLE OF THE PROJECT
“ANALYTICAL STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY”
2. INTRODUCTION TO THE STUDY
Construction Management is not a new idea. The function of the Construction Manager is to work on behalf of the owner to complete a project within the plans and specifications provided. In the last few years construction practices have changed dramatically. Technology, materials, government bureaucracy, financing, design, and engineering have all advanced. With the complexity of the construction process increasing, owners demand accountability and accurate guidance during the entire planning and construction process.
The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments. Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.
The construction industry has benefited from the adoption of many new management structures and techniques and the pace of change is quickening. The advantages of professional management at all stages of the procurement, construction and use of projects are being increasingly recognized both within the industry and by its clients. The Latham and Egan Reports and many new policies and initiatives have served to highlight these issues.
3. OBJECTIVES AND SCOPE OF THE STUDY
Fixing the objective is like identifying the star. The objective decides where we want to go, what we want to achieve and what is our goal or destination.
Every study is carried out for the achievement of certain objectives.
1. To find the effectiveness of the Project Management to complete project time.
2. To find the role of project management in the success of construction companies.
The study on role of project management in construction industry is to execute a project so that deliverables can meet scope requirements.
4. RESEARCH METHODOLOGY
Research will be more of Explorative research and is the moral fiber of the project. In order to bring about the objectives of the Project, it will be important to eloquent the approach in which it is to be conducted, i.e. the research practice was to be carried out in a certain framework.
Primary Data: Most of the information will be gathered through primary sources. The methods that will be used to collect primary data are:
Secondary Data are those data which have already been collected by someone else and which have already been used as per required. There are basically two sources to collect Secondary Data are:
• Text Books
Sample Technique: The technique will be used for conducting the study is Convenience Sampling Technique as sample of respondents shall be chosen according to their convenience.
Sampling size: 100
MS-EXCEL and MS-WORD .
DATA COLLECTION INSTRUMENT:
Questionnaire – It consists of both open ended and close ended questions.
Data Analysis & Interpretation – Classification & tabulation transforms the raw data collected through questionnaire in to useful information by organizing and compiling the bits of data in to understandable and orderly statistics are used to organize and analyze the data.
• Simple tabulation of data using tally marks.
5. REVIEW OF LITERATURE
The findings explained in this paper are helpful to all stakeholders in the construction industry from project managers to policy makers world-wide, who face similar challenges to those found in Hong Kong when considering how to best contribute towards the development of their particular construction industry. The paper provides clear examples to show that project managers are in the unique position of being able to significantly influence and effectively promote construction industry development through their management skills and values at various levels, including those at the grass-roots.
When the PMBOK Guide (1999) is studied it reveals that activities and task are the unit analysis in the core project management processes, scope management, time management and cost management. 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. The job title is used in construction, petrochemical, architecture, information technology and many different industries that produce products and services.
The project manager must have a combination of skills including an ability to ask penetrating questions, detect unstated assumptions and resolve conflicts, as well as more general management skills.
Key among his or her duties is the recognition that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project.
Risks arise from uncertainty, and the successful project manager is the one who focuses on this as the main concern. Most of the issues that impact a project arise in one-way or another from risk. A good project manager can lessen risk significantly, often by adhering to a policy of open communication, ensuring every significant participant has an opportunity to express opinions and concerns.
Starr (2004 formulates; “Construction managers plan and coordinate construction projects. They may have job titles such as Construction superintendent, project engineer, project manager, or Manager (Projects). Construction managers may plan and direct a whole project or just a part of a project. The term Construction manager describes salaried or self-employed managers who oversee construction supervisors and workers.
Construction project managers are often those who worked in the construction industry from the beginning of their Career. However, more and more, Project Managers hold a college degree in the profession and must achieve any number of certifications to practice their profession. Construction managers often work with engineers, architects, and others who are involved in the construction process. Without architects there would be no construction and architectural project managers hold many of the same certifications and possess the same skills as their construction counterparts.
6. LIMITATIONS OF THE STUDY
No study is complete in itself, however good it may be and every study has some limitations. Some of the limitations which I had confronted are as follows:
• The study will be restricted to the role of project management in construction industry only.
• It is very much possible that some of the respondents may give the incorrect information.
1. ^Chris Hendrickson (September 2008). “What Is Construction Project Management?”. PM Hut. Retrieved 2010-07-04. Hammond, p. 10
2. Hayden B, Jr. Learning on the jagged edge. Journal of Management in Engineering, ASCE 1996;12(1):23±5.
3. Gilleard JD, Chong WS. New challenges from Hong Kong’s new airport. In: Langford DA, Retik A, editors. The organisation and management of construction: shaping theory and practice, 2. Spon, London, 1996, p. 767±777.
4. Shenhar AJ, Levy O, Dvir D. Mapping the dimensions of Project Success. Project Management Journal 1997;28(2):5±15.
5. Ceran T, Dorman AA. The complete project manager. Journal of Architectural Engineering 1995;1(2):67±72.
6. Russell JS, Jaselski EJ, Lawrence SP. Continuous assessment of project performance. Journal of Construction Engineering andManagement 1997;123(1):64±71.
7. Ahmad I. Projects and IT: an optimal pairing. PM Network 1997, June, p. 31±34.
8. ESSEC. European construction poll highlights dissatisfaction with IT. Project Manager Today, March, available: http:// www.projectnet.co.uk/pm/pmt/pmtmar97.htm, 1997.
9. Volckmann R. The fourth constraint: relationships. PM Network 1997, May, p. 15±16.