Post on 08-Apr-2017
transcript
helpdesk@construction-productivity.co.ukhtt://www.construction-productivity.co.uk
PROJECT PROJECT MANAGEMENTMANAGEMENTSUCCESS FACTORSSUCCESS FACTORS
RESEARCH MODEL (Process model productivity on site)
Organisational Factors
Contract management
Finance
Etc
PROJECT WORK ENVIRONMENT
Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating
Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement
Labour (6) Characteristics D39. Subcontracting
Labour D40. Direct labour
Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management
Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating
Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site
Motivating Factors (7) D41-D46 Hygiene Factors D47-D55
P R O D U C T I V I T Y
Project Performance Time Cost Quality Safety
Job Satisfaction
Effort Rewards
Ability and Skill of worker
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS
The Project Management Institute definesproject management as:‘the application of knowledge, skills, tools,and techniques to project activities tomeet project requirements’ .
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project management is about a leadership. The ideal project managers are good
leaders. It is a about managing resources with the
main goal of completing the project with: a high quality on time within budget
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS with minimum accident on site Full customer satisfaction Full client satisfaction Full corporation amongst all involved
(supply chain) The project management’s success is
about having the power to produce good results.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS It is about the management team effectively
fulfilling their responsibilities. To bring the project to a successful completion. A successful project manager is one who can
envision the entire project from start to finish. To keep pace with business and new innovative
ideas. Project management team need to make their
management practices more flexible.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Management team success is influenced
by several factors such as: education training and experienceHelp project Managers to develop theirknowledge and skill.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project Manager’s familiarity with their
working environment and team members. This determines a project manager’s
approach in dealing with the activities on site.
The project manager’s managerial behaviour is also influenced by company rules and regulations.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS
There is a strong positive relationship andassociation between: the style of management and its effectiveness The most effective managers tend to be
both task and people orientated.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Traditional project management
methodologies are sometimes too bureaucratic.
The formal documentation The processes involved in traditional
project management can slow down the project.
New technology has overcome this hurdle.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Technology is consciously improving to
meet the changing needs of users. Also, project management techniques
are changing with time. Communication on site and at the head
office are changing fast.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project success is about:1. the use of the right processes2. by the right people3. at all time. Financial Management and Schedule
Management are two important key factors to a successful project.
Another success factor is providing good and accurate information for all the project participant.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Other important factors for project
success are:1. Follow-up 2. Simplicity 3. Measurement 4. Seeks facts5. Verifies results.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS One of the most important activity of project managers is
planning. Ongoing planning Work with a Sense of Urgency Planning must be; detailed organised team participation Changes to original plan must be kept to minimum. Changes require planning, re-planning. This will reduce productivity.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS detailed organised team participation Changes to original plan must be kept to
minimum. Changes require planning, re-planning. This will reduce productivity.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSCRITICAL SUCCESS FACTORS FOR PROJECTS Client participation. Organizational culture supports project
management. Have a Formal Process to Define Project Vision. Business need linked to vision. Match changes to project vision.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Complete deliverables step-by-step Work on each item step-by-step Get process reviews and approval Maintain a sense of direction
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSRisk Management Assign a CDM co-ordinator who will be
responsible for detecting potential project issues.
Someone who is both critical and practical. All team members should not hesitate to
report concerns or challenges.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSOpen Communication Communication is vital in all aspects of
project management. Follow the policy of open communication. Encourage all members to voice opinions
and concerns. This cuts through waiting games. significantly reduces the risk of mistakes, it
will save time and money.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSThere are different communicationinstruments, such as: Contracts; Specifications; Reports; Manuals; Schedules; Calculations;
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Drawings; computer files; disks, print-outs; photographs; agenda’s and minutes of meetings. The management of documentation and
communication used in a project is also used by a number of subcontractors’
The storage and retrieval thereof for further use.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSSTANDARDISATION OF COMMUNICATION The main purpose of standardisation is to
develop a specific level of conformity. This process of standardisation has certain
advantages for the management of a project such as:
Less different documents; Revised drawings overtake the other drawings; Records are easy to handle.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSCOMMUNICATION PLAN Communication planning brings the project
together. The project manager and head office staff
are at the heart of the project’s information and control system.
It is the project manager’s responsibility to develop the project organisation structure.
Develop the project’s communication plan and lines of communication.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS
Therefore so far success factors can be summarised as :
Full senior management levels of commitment to the project
Project funding A well written specification
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Careful development of a comprehensive
project plan that incorporates: 1. sufficient time2. cost for unforeseen difficulties.3. Potential difficulties as they arise
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS A critical assessment of the risks involved
in the project. The ability of the project team to manage
those risks. The development of appropriate
contingency plans. Must be employed should the project run
into problems.
PROJECT MANGEMENT SUCCESS FACTORSPROJECT MANGEMENT SUCCESS FACTORS
Business success- Measures of performance
time,cycle time, yield and quality
andtotal improvement of
organization performance
Project success
Impact on customer- Related to the customer and / or
the user of the result- Meeting performance
measures?- Functional requirement?- Technical specifications
Project efficiency- Short term measure- Completed on time?- Within the specified
budget?
Preparing for the future- Long term dimension
- Preparing organization&
technologicalinfrastructure for
The four dimensions of project success (Shenhar et al., 1997)
Atkinson’s model of measuring project success (Atkinson, 1999)
Project success
Postdeliverystage
Deliverystage
The process: doing itright
· Cost· Time
· Quality· Efficiency
The benefits: getting themright
· Impact on customer· Business success
The system: getting it right· Benefits to many stakeholders involved
with theproject, e.g. users, customers, project
staff· Criteria from project manager, top
management, customer-client and teammember
· Resultant system
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS
Project success
Micro ViewpointCompletion
- Time- Cost
- Quality- Performance
- Safety
Macro ViewpointCompletion
- Time- Satisfaction
- Utility- Operation
Micro and Macro Viewpoints of Project Success (Lim and Mohamed,1999)
Success Dimension Success Measures
Meeting design goalsFunctional specifications· Technical specifications
· Schedule goals· Budget goals
Benefit to the end user
Meeting acquisition goals· Answering the operational need
· Product entered service· Reached the end user on time
· Product has a substantial time foruse
· Meaningful improvement of useroperational level
· User is satisfied with product
Benefit to the developingorganization
Had relatively high profit· Opened a new market
· Created a new product line· Developed a new technological
capability· Increased positive reputation
Benefit to the defenceand national
infrastructure
· Contributed to critical subjects· Maintained a flow of updated
generations· Decreased dependence on
outside sources· Contributed to other projects
Overall success A combined measure for projectsuccess
Success Dimension and Measures (Sadeh et al., 2000)
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Key Performance Indicators (KPIs) The purpose of the Key Performance Indicators
(KPIs) is to measure organisational performance throughout the construction industry (KPI Working Group, 2000).
Collin (2002) advocates that the process of developing KPIs involved the consideration of the following factors:
KPIs are general indicators of performance that focus on critical aspects of outputs or outcomes.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS KPI is the measure of a process that is
critical to the success of an organisation. The construction industry KPIs allow the
benchmarking of the organisation against industry standard data published by the DTI and Constructing Excellence.
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Key Performance Indicators (KPIs) can be used
to measure construction productivity. Companies implementing KPI systems, must
also consider Rethinking Construction Agenda in their plan.
There are a wide number of different types of measures that are supported by Constructing Excellence, with the three main heading being: -
PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Economic KPIs – Considers issues concerning
the financial performance of an organisation and how their projects perform.
Social KPIs – considers issues concerning how companies manage their people and their interaction with external social issues.
Environmental KPIs – Considers issues concerning the environmental performance of projects and organisations in a wider environmental context.
Communication
Style ofmanagement
Changingneeds of
users
Familiaritywith business
Education
Projectmanagement
successfactors
Technology
Newinnovative
ideas
Keep pacewith business
FullcorporationSupply chain
Full clientsatisfaction
Full customersatisfaction
Power toproduce
good result
Workingenvironment
Teammembers
Companyrules and
regulations.
Taskorientated
Peopleorientated
On site andat the head
On site andat the head
Follow-upSimplicity
MeasurementSeeks facts
Verifiesresults.