102 Project Manager's Function

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FUNCTION OF PROJECTMANAGEMENT

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

FUNCTION OF PROJECT MANAGEMENT

The basic Management Principles described by Henri Fayol are:

To plan To organise To co-ordinate To control To leadThe function of Project Management in more detail;

are: brief formulation

FUNCTION OF PROJECT MANAGEMENT client organisation approval powers

Design Project Organisation such as: organisation chart decision point relationships feed backIntegrate Client into the project Client organisation integrated into project

organisation People responsibilities Decision processes

FUNCTION OF PROJECT MANAGEMENTSelection and appointment of contributors Identify contributors Identify input required Identify when input required and duration Record types of appointmentFull brief formulation process Establish need, budget, cost plan, cost limit,

procurement route, start value engineeringProgramme formulation The overall project programme

FUNCTION OF PROJECT MANAGEMENT The phase or stage programme The design programme The procurement programme The construction programme The commissioning programmeActivation of the relationships between

contributors Ensure contributors are brought in, and

integrated into the project organisation Ensure contributors can perform as required

FUNCTION OF PROJECT MANAGEMENT

Establish appropriate information andcommunication structure by establishing a full

project procedures manual containing; Description of formal communication cannel Change requests and instructions Drawings framework Co-ordination project information system Address index of all contributors Convening and chairing meetings of

contributors at all stages Judging the need and frequency

FUNCTION OF PROJECT MANAGEMENT Who needs to attend Agenda setting Minutes and actionMonitoring and controlling Pro-active role Obtaining feedback and under taking analysis Testing outcomes to objectives and taking corrective

action Forecasting Integrating and controlling contributors

FUNCTION OF PROJECT MANAGEMENTContribution to primary and key decisions Information/advice/reports/recommendation To assist clients in decision makingManaging completion Commissioning programme Training of user As built drawings-user maintenance manuals Strategy for occupation or disposalEvaluation of outcomes Success in achieving objectives The final feedback loop

SYSTEMATIC APPROACH TO ANY PROJECT (AIBA PLAN OF WORK)

STAGE A-INCEPTION STAGE B-FEASIBILITY STAGE C-OUTLINE PROPOSAL STAGE D-SCHEME DESIGN STAGE E-DETAIL DESIGN STAGE F-PRODUCTION INFORMATION STAGE G-BILLS OF QUANTITIES STAGE H-TENDER PERIOD STAGE J-PROJECT PLANNING STAGE K-OPERATION ON-SITE

SYSTEMATIC APPROACH TO ANY PROJECT (AIBA PLAN OF WORK)

STAGE L-COMPLETION STAGE M-FEED BACK NOTE 1-BRIEF SHOULD NOT BE MODIFIED

AFTER CLIENT DECISION TO PROCEED BEYOND STAGE D.

CLIENT SHOULD NOT CHANGE ANY PART OF THE DESIGN BEYOND STAGE E OTHERWISE ABORTIVE WORK/COSTS WILL RESULT.

THE PROJECT ORGANIZATION- MANAGEMENT STRUCTURE

EXECUTIVE PROJECT MANAGEMENT In order for the people involved in an

organization to work efficiently and effectively to achieve project’s objectives, they will have to be organized and managed.

This can be done by creating a project organization structure.

THE PROJECT ORGANIZATION- MANAGEMENT STRUCTURE

This organization structure involves the dividing and grouping of tasks and people based on the project requirements and the division of labour by functional specialization, with the establishment of the lines of authority and coordination which integrate these divisions and groups.

THE DESIGN OF MANAGEMENT STRUCTURE

The size of the structure Their composition The degree of centralization Overall project performance depends not

only on how individuals perform, but more importantly on how individuals will work together in groups, in large organizations to achieve project’s objectives

THE DESIGN OF MANAGEMENT STRUCTURE

The management in the project setting, as in any other, involves the following:

Organization Planning Direction Controlling Decision making Integration Coordination Leadership

THE DESIGN OF MANAGEMENT STRUCTURE

Motivation Team-building Conflict management Welfare Administration CommunicationIn a one man firm, all the activities of

management may be concerned in one person, as illustrated below:

THE DESIGN OF MANAGEMENT STRUCTURE

GENERALMANAGER

SUPERVISORYEXECUTIVE

PERSONNELPURCHASING

MAINTENANCEOFFICE

DEVELOPMENT

FINANCEDESIGN

PRODUCTIONMARKETING

OPERATIVES

THE DESIGN OF MANAGEMENT STRUCTURE

As the small business expands, the most logical division is into specialist operations, the functions of general management might be retained by the owner of the firm.

THE BASIC BUILDING BLOCKS OF THE ORGANIZATION STRUCTURE

Traditionally this would take in the form of a functionally organized, hierarchical structure;

Fig- below shows the main elements, or building blocks of the organization’s design.

The hierarchical structure should show: How general manager, other managers, employees,

THE BASIC BUILDING BLOCKS OF THE ORGANIZATION STRUCTURE

professionals and staff are grouped to form the basis ‘foundation blocks’ groups of the organization structure.

How these groups are consolidated into large organizational groups, both:

large functional groups or ‘departments and mixed function ‘organizational units

THE DESIGN OF MANAGEMENT STRUCTURE

CONTRACTMANAGER

MARKETINGPRODUCTIONDESIGNFINANCE

DEVELOPMENTOFFICE PURCHASINGPERSONNEL MAINTENANCE

OPERATIVES

THE BASIC BUILDING BLOCKS OF THE ORGANIZATION STRUCTURE

How large functional groups or ‘departments’; and mixed function ‘organizational units’ are

consolidated to either company or project. The division of employees in terms of specialization of

function, in the project such as: finance, Production marketing The integration of employees. The levels of authority within the organization. The span of control of managers.

THE BASIC BUILDING BLOCKS OF THE ORGANIZATION STRUCTURE

BASIC MANAGERIAL GROUP Group exist all levels in the management

hierarchy The basic managerial, professional and staff

groups are the function blocks of hierarchical organization chart.

The subordinate of members of the group may be:

foremen, and are more generally the first managers,

or specialist such as accountant, engineers or software analysts.

GROUP STRUCTURE

The organization structure of basicmanagement group will take of the fourforms: Functional Horizontal Mixed Matrix

GROUP STRUCTURE

The organization structure of a basic group will have:

Functional group- these groups are made of individuals of the same functional, technical or professional specialist (i.e. marketing or finance etc.).

This specialization by function leads to an efficient division of labour and utilization of resources.

GROUP STRUCTURE

Horizontal groups- it might become necessary for individual

functional groups to work with people from other functional groups.

This kind of relationship defines secondary groups that are horizontal groups.

In this kind of relationship (generally ill-defined) there are no clear superior or superior-subordinate relationships.

GROUP STRUCTURE Mixed groups- they are made up of individuals from: different functional Technical professional backgrounds. This form of group is used for smaller organizational

unit, example of mixed groups are: when a group of skilled workers have been given a task

to complete collectively. Mixed group are not as productive as functional groups.

GROUP STRUCTURE

Matrix Groups- the matrix group is a form of organization which attempts to combine:

the efficient group of people associated with the functional organization and the effectiveness or goal achievement

and teamwork potential associated with the mixed form of organization.

GROUP STRUCTURE

See figure below. The matrix group is a secondary form of

organization which formally integrates people from different functional groups into a mixed group under a separate matrix group manager.

Figure below shows the additional matrix group, project manager to the conventional structure.

GROUP STRUCTURE

Its function is to manage and integrate the individuals noted as ‘A’ on the project in which they are involved.

The functional or parent groups are maintained and the matrix group members thus belong to two groups and report to two superiors.

GROUP STRUCTURE

GENERALMANAGER

OPERATIONSDEPARTMENT

ADMIN-DEPARTMENT

ENGINEERINGDEPARTMENT

ENGINEERINGDEPARTMENT

CONSTRUCTIONGROUP

DESIGNGROUP

FINANCEGROUP

PURCHASINGGROUP

B CA B CA

B CA B CA

B CA

GROUP STRUCTUREGENERALMANAGER

OPERATIONSDEPARTMENT

ADMIN-DEPARTMENT

ENGINEERINGDEPARTMENT

MATRIX MANAGERGROUP A

ENGINEERINGDEPARTMENT

CONSTRUCTIONGROUP

DESIGNGROUP

FINANCEGROUP

PURCHASINGGROUP

B CA B CA

B CA B CA

B CA

MATRIX ORGANIZATION-IDENTICAL TO F.L HARRISON

FUNCTION OFPROJECT

MANAGEMENT

Briefformulation

DesignProject

Organisation

approvalpowers

clientorganisation

To planTo organise

To co-ordinateTo control

To lead0rganisation chart

decision pointrelationships

feed back

Client organisationintegrated into project

organisationPeople responsibilities

Decision processes

Establish:need,

budget,cost plan,cost limit,

procurement route,start value engineering

Identify:contributors

input requiredwhen input required and

durationRecord types of appointment

Programmeformulation

Communication