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Managing numerous stakeholders and partners Balancing product and process, distinction and overlaps between planning, design, construction, handover and operational readiness Applying effective and collaborative model for management process and system integration Integrating systems, components and processes Incorporating digital design technologies and people factors Enhancing project and program management in the design process Employing appropriate procurement strategy and contract type Establishing, controlling and managing several diverse project teams and operational processes Managing the transition from project activities to operations activities
Challenge similarities and differences between infrastructure project management and corporate project management Infrastructure projects are quite similar to corporate projects because both must plan and
manage processes, people, resources, as well as finance; undergo the challenges of inception, feasibility, strategy, pre-construction, construction, testing and commissioning, completion, handover, and occupation and review and closeout (CIOB; 2010). They must meet clients requirements, reduce waste, and cost and schedule overruns, solve environmental, quality, safety, risks and uncertainty issues; conduct tests and trials, and manage change, constructability and price increases. The difference lies in the size, diversities and complexities. Unlike the corporate project manager, the infrastructure project manager must consider stakeholders diversity and interests, investment cost and interest of the public, politicians and the media. Also, infrastructure project management must apply systems integration, maintain an complex supply chain; and apply digital design technology, improve productivity, health and safety and predictability by managing fabrication off site, pre-assembling and production of modular components, and applying logistics strategies that is just-in-time, speedy and efficient, and undertake operational integration to test and try systems and ensure non accidental and highly reliable hand-over to operations. Conclusion Infrastructure project managers and corporate project managers have similar project challenges to manage stakeholders, scope, cost, schedule, quality, communication and procurement. But the difference is that the infrastructure project manager must manage numerous and a diversified general public, clients, policy makers, politicians and the media. The infrastructure project manager must apply system integration, digital design technologies, lean construction, concurrent engineering, project management and program management, integrated supply chain, operational processes, and the effective transition from project to operations. In other words, the infrastructure project manager has to do more holistic thinking, process orientation, cost tracing, uncertainty management (Santander, C. & SanchezSilva, M. (2007) and innovation than the corporate project manager.
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References Chartered Institute of Building (2010) Code of practice for project management for construction and development 4th ed. Oxford: Wiley-Blackwell Davis, A. Gann, D. & Douglas, T. (2010) Innovation in megaprojects: systems integration at London Heathrow Terminal 5, California Management Review, 51 (2), pp.101-125. Bent Flyvbjerg, Massimo Garbuio, and Dan Lovallo. Delusion and Deception in Large Infrastructure Projects Global Economy The University Press, pp 363-376, 2010
Santander, C. & Sanchez-Silva, M. (2007) Design and maintenance programme optimization for large infrastructure systems, Structure and Infrastructure Engineering, 4 (4), pp. 297-309.