Project Management

Published By Construction Article On January 22nd 2011. Under Project Management Tags: Project Managers

Project management is actually a carefully planned and organized effort which is set to accomplish a particular project in a one-time deal. Building construction or establishing businesses are some of the more basic projects that call for proper project management. Project management includes the development of the intended project plan. This may seem simple yet it involves planning and organizing all the needed details for the successful implementation of the project. The process of

project

management

commonly

includes

defining the goals of the project, setting project objectives, specifying tasks in order for goals to be achieved, the needed resources and budget, timelines and completion dates. Furthermore, proper project management

includes implementing the project plan to make sure that each step is being properly followed. Highly organized would properly define a wellconsidered project management plan following carefully differentiated steps to complete the project. Feasibility studies would be the first step, followed by project planning and then finally implementation, evaluation,

maintenance or support. A lot of people have turned to project

management due to its efficiency in meeting set objectives within the given budget without

foregoing the importance of project completion within the given timeframe.

The Roots of Management

Project

It is innate for humans to plan things. This may be one of the reasons why planning seems as natural as the more basic processes in life, especially when planning for the future. More complex project management was

apparent as early as the onset of the great civilizations. The Egyptians surely made use of proper project management when they built the pyramids evidenced by the artifacts found later on. This may well be the basis behind the more structured project management that we now know. of At present, The every industry that employs includes project managers for the successful execution projects. efficiency

maximizing all possible resources is optimized by the presence of a project management arm.

Project Management Activities

Published By Construction Article On April 28th 2011. Under Project Management Tags: construction management

Project Management is the business process of creating a unique product, service or result. A project is a finite endeavor having specific start and completion dates undertaken to create a quantifiable deliverable. Projects undergo progressive elaboration by developing in steps and predictable increments that are tied to benchmarks, milestones and completion dates.

This finite characteristic of projects stands in sharp contrast to processes, or operations, which are permanent or semi-permanent functional work to repetitively produce the same product or service. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of a separate management philosophy. The primary challenge of Project Management is to achieve all of the goals of the project charter while adhering to three out of the four classic project constraints sometimes referred to as the triple constraints. The four constraints are defined as scope, time, cost and quality. The more ambitious goal of Project

Management Professional is to carry the project through the entire Project Management life

cycle. consists Project

The of

Project five

Management phases called

lifecycle Project Project

Management Process Groups: Project Initiation, Planning, Project Execution, Monitoring and Control and Project Closeout. Each utilizes Project nine Management Knowledge Process which Group are:

Areas

integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management and procurement management. Project management is composed of several different types of activities such as: 1. Analysis and design of objectives and events 2. Planning the work according to the objectives 3. 4. Assessing and controlling risk (or Risk Management) Estimating resources

5. 6. 8. 9. 10. 11.

Allocation Organizing Assigning Directing Controlling Tracking and

of the

resources work tasks activities execution progress system)

7. Acquiring human and material resources

project reporting information

(Management achieved 13. 15. 16. 17. 18. 20. 21. Project Defining the

12. Analyzing the results based on the facts products of the project

14. Forecasting future trends in the project Quality Issues Issue Defect closure (and to Management management solving prevention project debrief)

19. Identifying, managing & controlling changes Communicating stakeholders

22.

Increasing

decreasing

companys

workers

Construction Project Management

Published By Construction Article On April 28th 2011. Under Project Management Tags: construction management

Definition

of

Construction

Project

Management? Construction Project Management refers to the practice of administration construction projects in place of the title-holder while furthermore serving as the construction project consultant to its design and other aspects surrounded by the construction projects. Typically an boss,

construction project managers preside over, coordinate and dream up a large variety of the construction project projects, even the selection and hiring of contractors and finances. Although here are construction project managers with the intention of sort out not frankly control the real organize construction project, approximately others sort out extensive construction project management with the intention of oversees the full construction project. Construction Project Management furthermore refers to the study of construction project in stipulations of its managerial and technological aspects. That includes but not restricted to construction expose. The project study of science, construction project project management, and construction project construction management can be taken by several formats. The generally ordinary and better recognizable is the school degree which is unfilled on courses

frequent, baccalaureate, and graduate degree. Other types of formats are the apprenticeship, on the job trainings and privileged education. Because construction project management degrees include an extensive range of theme topics with the intention of construction project management way must be taken by majors as projected by the American Council pro Construction Education. The repayment of Construction Project Management? Construction managers sort out a ration in thinking outlining and a planning, making project each construction project element methodical. By construction schedule, efficiency of calculate is regulated, making each event of delays, changes and disputes nil. Because construction project managers sort out study existing circumstances, optimum aid of

hand

skills

are

achieved,

distressing

construction project quality.

Project Manager Job Description

Published By Construction Article On April 28th 2011. Under Project Management, Project Managers Tags: Civil Engineering Jobs

This is free sample of Job description for Project Manager in general, and construction field in particular. This is mostly appropriate for all jobs but might Look vary to this fix certain requirements. though description

before apply for a job as Project Managing.

PROJECT/PRACTICE RELATED COMPETENCIES

Project Management

/Practice

Creates and executes project work plans and revises as appropriate to meet changing needs and requirements.

Identifies resources needed and assigns individual responsibilities. Manages day-to-day operational aspects of a project and scope. Reviews deliverables prepared by team before passing to client. Effectively applies our methodology and enforces project standards. Prepares for engagement reviews and

quality assurance procedures.

Minimizes our exposure and risk on project.

Ensures project documents are complete, current, and stored appropriately.

Project Accounting

Tracks

and

reports

team

hours

and

expenses on a weekly basis.

Manages project budget. Determines invoicing, project. and appropriate monitors revenue for recognition, ensures timely and accurate receivables

Follows up with clients, when necessary, regarding unpaid invoices. Analyzes project profitability, revenue,

margins, bill rates and utilization.

CAREER PATH COMPETENCIES

CORE

Financial Management

Understands basic revenue models, P/L, and cost-to-completion projections and makes decisions accordingly. Understands our pricing model and billing procedures. Accurately forecasts revenue, profitability, margins, bill rates and utilization. Assures project legal documents are

completed and signed.

Business Development

Identifies business development and addon sales opportunities as they relate to a specific project. Leads proposal efforts including completing project scoping and LOE assessments. Effectively conveys our message in both written and verbal business development discussions.

Communication

Facilitates effectively.

team

and

client

meetings

Holds regular status meetings with project team. Keeps project team well informed of

changes within the organization and general corporate news.

Effectively communicates relevant project information to superiors. Delivers engaging, informative, well-

organized presentations.

Resolves and/or escalates issues in a timely fashion. Understands how to communicate

difficult/sensitive information tactfully.

Technical Understanding

Possesses general understanding in the areas of application programming, database and system design.

Understands Internet, Intranet, Extranet and client/server architectures. Possesses a thorough understanding of our capabilities. Maintains awareness of new and emerging technologies and the potential application on client engagements.

PROFESSIONAL QUALITIES
Leadership

Challenges others to develop as leaders while serving as a role model and mentor. Manages the development of team by ensuring, when possible, that project tasks are in line with each Innovators career interests. Inspires coworkers to attain goals and pursue excellence.

Identifies change .

opportunities

for

improvement

and makes constructive suggestions for Manages the process of innovative change effectively.

Remains

on

the

forefront

of

emerging

industry practices.

Teamwork

Consistently acknowledges and appreciates each team members contributions. Effectively utilizes each team member to his/her fullest potential. Motivates team to work together in the most efficient manner. Keeps track of lessons learned and shares those lessons with team members. Mitigates team conflict and communication problems.

Plans and facilitates regular team activities outside of the office.

Client Management

Manages day-to-day client interaction. Sets and manages client expectations. Develops lasting relationships with client personnel that foster client ties. Communicates effectively with clients to identify needs and evaluate alternative business solutions.

Continually seeks opportunities to increase customer satisfaction and deepen client relationships. Builds a knowledge base of each clients business, organization and objectives.

ORGANIZATIONAL RESPONSIBILITIES
Innovator Development

Conducts effective performance evaluations and mentors those with less experience through formal channels. Helps team execute career development plans. Seeks and participates in development

opportunities above and beyond training required by us.

Trains other innovators and clients through both formal and informal training programs. Encourages more junior Innovators to take responsibility for their development within the company. Challenges fellow Innovators to progress toward goals. their professional development

Internal Operations

Suggests areas for improvement in internal processes along with possible solutions.

Leads internal teams/task forces Approves team members time and expense reports manner. Reviews members appropriate. Complies in a conscientious status reports and of issues to timely team as

the and with

addresses and helps

enforce

standard policies and procedures.

Ways to Become Qualified as a Project Manager

Published By Construction Article On April 28th 2011. Under Project Management Tags: Project Manager, Project Managers

If you are thinking of becoming a part of any construction business that are available today, it will be best for you to know and fully analyze the job you are applying for. Do you know that almost all works at a construction site is typically synchronized by a project manager? This person is the one who is assigned in the delivery of materials and settling the contractor to fulfill their roles in a specific project.

The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a combination of the following:

Formal authority resulting from an official capacity orders. which is empowered to issue

Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties. Expert power when the project manager is perceived as possessing special knowledge or expertise for the job. Attractive manager power has a because the or project other

personality

characteristics to convince others.

There are helpful ways for you to become a qualified project manager, here are some important things you should know: 1. If you are not yet finished with the

construction related course you have enrolled in the past, it will be best for you to go back to school before you apply for the job. Usually, civil engineering course and construction science management will be the best options for you to best fit for the said position you are eyeing for. You dont have to worry if you dont have much experience simply because if you graduated with a degree, the company can easily decide if they will hire you or not because there are instances when the educational attainment can be the best alternative for the experience. 2. Be a certified project manager, it will be best for you to know that having a certificate will also be a better alternative. Do you know that

there

are

associations

that

are

highly

recognized in the world today not just in the US so if you will get certification from them, you will surely get hired easily. 3. Familiarizing software is also important since you will be dealing more with scheduling and estimating bids, it will be best if you will be equip with all the needed information about varieties of software that are available today.

Ten Rules for Construction Project Managers

Published By Construction Article On April 28th 2011. Under Project Management, Project Managers Tags: Project Managers

Are you a project manager or going to manage your projects? These ten rules will help improve your

construction projects. Are these ten rules the top ten? It is up to your decide, but not take too long. Share these rules with your team. Your

team members are sure to help you carry them out. 1. Adopt practices for exploring a variety of perspectives. We think we see what we see, but we dont. We really see what we think. Remember the blind men and the elephant. Make it your habit to inquire what others see. Youll see more together. 2. Stay close to your customer.

Clients concerns evolve over the life of a project. Take advantage of that to over-deliver. Stay in a conversation with your client to adjust what you are doing. 3. Take care of your project team.

Weve come to accept that the customer comes first the customer is always right. We cant take care of the customer if we first arent taking care of our project team. Its a challenge. While

there are some things we can do for the whole team, it comes down to taking care of each team member as the individual that he or she is. And to make it more difficult, then we must bring their various interests into coherence. 4. Keep your eye on the overall project promises. Project work can be difficult. It is easy to loose sight of what we are doing and why we are doing it. Remind your team and yourself of the overall promises and how you are doing fulfilling those promises. 5. do Build great relationships work, innovation, intentionally. learning, and

Project teams come together as strangers. To collaboration all take people who like and care for each other. Dont leave that to chance. Start your projects by building relationships among team members.

6. Tightly couple learning with action. Projects are wonderful opportunities to learn. Dont put that off for the after project lessons learned. Make it your habit to incorporate learning loops in all your project activities. Your team will appreciate it. Your customer will benefit from it. And best of all, it will make your job easier. 7. A project Coordinate is an meticulously. network of

ever-evolving

commitment. Keep that network activated by tending to the critical conversations. See that people are making clear requests, promises that have completion dates, and share opinions that advance the purposes of the project. Without attention to those critical conversations the project will drift. 8. Collaborate. Really collaborate.

Make it your rule to plan with those people who

will be the performers of the plan. Dont wait until the project has gone south to get their help. Start out that way. Continue collaborating as the usual way you work through the project. 9. Listen generously.

People are able to say what they can in the moment. For the most part, people are wellintended. Give them the benefit of the doubt. Take the time to listen. Ask questions. Seek others opinions. And while youre at it, dont be so harsh on yourself. 10. Embrace uncertainty.

Expect the unexpected. There is far more that we dont know and cant know than what we can anticipate. Be resilient to what life throws at you. Anticipate that your team will learn something along the way that can and should change what you have promised and how you can deliver on your promises. And when you

take a set-back we all do sometime or another review the other nine rules for how you can work your way out of it. These small rules could make you a superior project manager, sooner or later surely.

5 Goals for Successful Project Management

Published By hungsika On April 28th 2011. Under Project Management Tags: Project Managers

1: To finish on time This is the oldest but trickiest goal in the book. Its the most difficult because the requirements often place. To succeed, you need to manage your scope very carefully. Implement a change control change during the project and the schedule was probably optimistic in the first

process so that any changes to the scope are properly managed. Always keep your plan up to date, recording actual vs. planned progress. Identify any deviations from plan and fix them quickly. Goal 2: To finish under budget To make sure that your project costs dont spiral, you need to set a project budget at the start to compare against. Include in this budget, all of the types of project costs that will accrue, whether they are to do with people, equipment, suppliers or materials. Then work out how much each task in your plan is going to cost to complete and track any deviations from this plan. Make sure that if you over-spend on some tasks, that you under-spend on others. In this way, you can control your spend and deliver under budget.

Goal 3: To meet the requirements The goal here is to meet the requirements that were set for the project at the start. Whether the requirements were to install a new IT system, build a bridge or implement new processes, your project needs to produce solutions which meet these requirements 100%. The trick here is to make sure that you have a detailed enough set of requirements at the beginning. If they are ambiguous in any way, then what was initially seen as a small piece of work could become huge, taking up valuable time and resources to complete. Goal 4: To keep customers happy You could finish your project on time, under budget and have met 100% of the requirements but still have unhappy customers. This is usually because their expectations have

changed since the project started and have not been properly managed. To ensure that your project sponsor, customer and other stakeholders are happy at the end of your project, you need to manage their expectations carefully. Make sure you always keep them properly informed of progress. Keep it real by giving them a crystal clear view of progress to date. Let them voice their concerns or ideas regularly. Tell them upfront when you cant deliver on time, or when a change needs to be made. Openness and honesty are always the best tools for setting customer expectations. Goal 5: To ensure a happy team If you can do all of this with a happy team, then youll be more than willing to do it all again for the next project. And thats how your staff will

feel also. Staff satisfaction is critical to your projects success. So keep your team happy by rewarding and recognizing them for their successes. Assign them work that complements their strengths and conduct team building exercises to boost morale. With a happy motivated team, you can achieve anything! And there you have it. The 5 goals you need to set yourself for every project. Of course, you should always work smart to achieve these goals more easily.

Glossary For Project Management

Published By Construction Article On January 22nd 2011. Under Project Management Tags: construction management, Project Management glossary

Actual Cost of Work Performed (ACWP measures the actual cost that has been spent, rather than the budgeted cost

Agile software development is a set of fundamental principles about how software should be developed based on an agile way of working in contrast to previous heavy

handed

software

development

methodologies.

Aggregate planning is an operational activity which does an aggregate plan for the production process, in advance of 2 to 18 months, to give an idea to management as to what quantity of materials and other resources are to be procured and when, so that the total cost of operations of the organization is kept to the minimum over that period.

Budgeted

Cost

of

Work

Performed

(BCWP) measures the budgeted cost of work that has actually been performed, rather than the cost of work scheduled.

Budgeted

Cost

of

Work

Scheduled

(BCWS) the approved budget that has been

allocated to complete a scheduled task (or Work Breakdown Structure (WBS) component) during a specific time period.

Constructability is a project management technique to review the construction processes from start to finish during preconstruction phrase. It will identify obstacles before a project is actually built to reduce or prevent error, delays, and cost overrun.

Cost overrun is defined as excess of actual cost over budget.

Critical

Path

Method

(CPM)

is

mathematically based modeling technique for scheduling a set of project activities, used in project management.

Critical (CCPM)

Chain is a

Project of

Management planning and

method

managing projects that puts more emphasis on the resources required to execute project tasks

Dependency in a project network is a link amongst a projects terminal elements.

Dynamic Systems Development Method (DSDM) Rapid incremental is a software development upon the Development that emphasizes methodology originally based

Application approach

methodology. DSDM is an iterative and continuous user involvement.

Duration of a projects terminal element is the number of calendar periods it takes from the time the execution of element starts to the moment it is completed.

Earned Value See Budgeted Cost of Work Performed

Earned Schedule (ES) is an extension to Earned Value Management (EVM), which renames two traditional measures, to indicate clearly they are in units of currency or quantity, not time.

Earned Value Management (EVM) is a project management technique for measuring project progress in an objective manner, with a combintion of measuring scope, schedule, and cost in a single integrated system.

Estimation in project management is the processes of making accurate estimates using the approprate techniques.

Event Chain Diagrams are diagrams that show the relationships between events and tasks and how the events affect each other.

Event analysis

chain

methodology that is

is

an on

uncertainty modeling and schedule network technique focused identifying and managing events and event chains that affect project schedules.

Extreme

project

management

(XPM)

refers to a method of managing very complex and very uncertain projects.

A Float in a project network is the amount of time that a task in a project network can be delayed without causing a delay to subsequent tasks and or the project completion date.

Focused

improvement

in

Theory

of

Constraints is the ensemble of activities aimed at elevating the performance of any system, especially a business system, with

respect

to

its

goal

by

eliminating

its

constraints one by one and by not working on non-constraints.

Fordism, named after Henry Ford, refers to various social theories. It has varying but related meanings in different fields, and for Marxist and non-Marxist scholars.

Henry Gantt was an American mechanical engineer and management consultant, who developed the Gantt chart in the 1910s.

A Gantt chart is a type of bar chart that illustrates a project schedule. It illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project.

A goal or objective consists of a projected state of affairs which a person or a system plans or intends to achieve or bring about a personal or organizational desired endpoint in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines

Graphical technique

Evaluation that allows

and

Review

Technique (GERT), is a network analysis probabilistic treatment of both network logic and activity duration estimated.

A Hammock activity is a schedule (project management) or project planning term for a grouping of subtasks that hangs between two end dates it is tied to. (Or the two endevents it is fixed to.)

HERMES is a Project Management Method developed by the Swiss Government, based on the German V-Modell. The first domain of application was software projects.

Integrated Master Plan (IMP) is an eventbased, top level plan, consisting of a hierarchy of Program Events.

ISO 10006 is a guidelines for quality management in projects, is an international standard developed by the International Organization for Standardization.

Iterative and Incremental development is a cyclic software development process developed in response to the weaknesses of the waterfall model. It starts with an initial planning and ends with deployment with the cyclic interaction in between

Kickoff meeting is the first meeting with the project team and the client of the project.

Level of Effort (LOE) is qualified as a support type activity which doesnt lend itself to measurement of a of discrete such an accomplishment. Examples

activity may be project budget accounting, customer liaison, etc.

Linear scheduling method (LSM) is a graphical scheduling method focusing on continuous resource utilization in repetitive activities. It is believed that it originally adopted method. the idea of Line-Of-Balance

Lean manufacturing or lean production, which is often known simply as Lean, is the practice of a theory of production that considers the expenditure of resources for any means other than the creation of value for the presumed customer to be wasteful, and thus a target for elimination. In a more basic term,

Management getting desired people goals.

in

business to

and

human

organization activity is simply the act of together accomplish comprises Management

planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Management process is a process of planning and controlling the performance or execution of any type of activity.

A megaproject is an extremely large-scale investment project.

Nonlinear

Management

(NLM)

is

superset of management techniques and strategies that allows order to emerge by giving organizations the space to selforganize, evolve and adapt, encompassing Agile, Evolutionary and Lean approaches, as well as many others.

An organization is a social arrangement which pursues collective goals, which controls its own performance, and which

has a boundary separating it from its environment.

Organization planned, effort to

development the

(OD)

is

structured, increase

organization-wide organizations

effectiveness and health.

Planned Value See Budget Cost of Work Scheduled

Project : A temporary endeavor undertaken to create a unique product, service, or result.

Project management : The complete set of tasks, techniques, tools applied during project execution.

Project Knowledge

Management (PMBOK) :

Body The sum

of of

knowledge within the profession of project management that is standardized by ISO.[4]

PRINCE2

PRINCE2

is

project

management methodology. The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.[5]

Scope changes

creep in a

refers

to

uncontrolled scope. This

projects

phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence that is to be avoided.

Work Breakdown Structure or WBS is a tree structure, that permits summing of subordinate costs for tasks, materials, etc., into their successively higher level parent tasks, materials, etc. It is a fundamental tool commonly used in project management and systems engineering.

Introduction to Construction Management

Published By Construction Article On April 18th 2011. Under Project Management Tags: construction management

This

is

an

introduction

to

Construction

Management and Construction Manager Job.

1. What does a Construction Manager do

Construction managers do a lot in thinking and planning, making every project component organized. By outlining a project schedule,

efficiency of time is regulated, making every event of delays, changes and disputes nil. Because construction managers do study existing situation, optimum use of worker skills are achieved, affecting a construction quality.

2. Construction Management Definition

2.1 of Construction the owner within while the Management also serving is as the the an practice of managing construction in place construction consultant to its design and other aspects overseer, project. Typically construction managers direct,

coordinate and brainstorm a wide variety of the construction projects, even the selection and hiring of contractors and finances. Although there are construction managers that do not directly control some the actual do structure extensive construction, others

construction management that oversees the entire project. Construction model involves two relationships of three parties. The parties involved are the project owners; the designers (usually compose of engineers and architects); and lastly the contractors and the builders. At first the project owner creates an idea then forwards it to the architects and engineers which in turn design the idea. Now as the design is completed, it goes back to the project owner to be reviewed. This relationship known as the owner-designer relationship involves a bit of planning mostly on design features and to some extent, aspects of constructions. After that, the owner now forwards the design to the contractor or builder who in turn reviews it and appraises forecasted expenditure. If the deal is agreed an ownercontractor agreement now exists between these two. Even though there could be some

association

between

the

contractor

and

designer, significant relationship for most part only exists between the contractor and the project owner. 2.2 Construction of Management in terms is of the its

study

construction

managerial and technological aspects. That includes but not limited to construction science, construction management, and construction risk. The study of construction management can be taken by several formats. The most common and better recognized is the scholastic degree which is available on courses associate, baccalaureate, and graduate degree. Other types of formats are the apprenticeship, on the job trainings and higher education. Because construction management degrees encompass an extensive range of subject topics that construction management course should be

taken by majors as proposed by the American Council for Construction Education. This article is just an overview of Construction Management. More detailed articles will be posted in soonest time.

Construction Project Manager

Published By Construction Article On April 28th 2011. Under Construction Industry, Project Managers Tags: construction management

A construction project manager is a qualified individual science. with Being a in degree charge in of construction construction management, civil engineering or construction projects, he has to ensure that the entire project is completed on time, without exceeding budgetary limits. It is a high pressure job. The manager has complete control and is

responsible

for

everything

related

to

the

construction project. The label Construction who Project Manager is in

loosely used to define any supervisory level managers direct supervisors construction projects. He may also be called by other titles such as construction superintendent, general construction manager, manager, constructor executive or even construction

contractor or sub-contractor. He could be a salaried employee of a construction company or engaged to manage a particular construction project. The construction project manager has to be involved in the project from the beginning through to its completion. By employing his knowledge ensure the and expertise in terms of the of predetermined efficient use of required resources, he has to achievement

objectives of cost, time, and quality. To make sure of these objectives, he has to decide which construction methods are appropriate for cost effective design scheduling. engineers to He has to discuss and architectural and engineering drawings with effectively plan harmonize every facet of the project. This may include preparation and use of complicated flow charts and bar charts, and various graphs for data representation. use and Nowadays, to project analyze, and managers designs. The construction project manager has to plan a logical, phase wise implementation of the project, assigning predetermined timeframes for the completion of each phase. He has to take all measures to see that the time frame is adhered to. computers implement

conceptualize

plans

These days, there is a great demand for people with a good academic foundation in the field of construction management. Employers generally prefer a degree in construction science, with special focus on the management aspect. It is a four-year degree course offered by over 120 colleges in the country. Coursework for a degree in construction science is very comprehensive. Some of the subjects covered would be engineering and architectural sciences, planning, cost mathematics, building statistics, design, contract computer science, project control and development, site construction administration, methods, construction materials, value analysis, estimating, building codes and standards and inspection procedures. The American Institute of Constructors (AIC) and the Construction Management Association of

America (CMAA) also give certification after written examinations The (AC) AIC and and awards verification the of education. Constructor awards the Associate

Certified

Professional Manager

Constructor (CPC) designations and the CMAA Certified Construction (CMM) designation. There are better job prospects for candidates with work experience. The preference in the job market is for academically qualified people who have undergone internships and worked in the construction industry. They should be well versed in building technology. The found National that Association candidates of Colleges a degree an and in

Employers conducted a salary survey in July and with got construction management average

annual salary figure of $42,923.

There

are

bright

career

prospects

for

professionally

qualified

construction

project

manager. Practical work experience is of vital importance before a position of independent functioning experience will at be a offered. A few years on junior-grade position

construction projects is a prerequisite required by most employers. The position would fetch a handsome salary package and commands a respectable position in society.

Total Quality Control in Construction

Published By Construction Article On April 28th 2011. Under Quality Control Tags: construction management

Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. These minimum standards are contained in the specifications described in the previous section. For the purpose of insuring compliance, random samples and statistical methods are commonly used as the basis for

accepting or rejecting work completed and batches of materials. Rejection of a batch is based on non-conformance or violation of the relevant design specifications. Procedures for this quality control practice are described in the following sections. An implicit assumption in these traditional quality control practices is the notion of an acceptable quality level which is a allowable fraction of defective items. Materials obtained from suppliers is if or work performed and by an as organization acceptable inspected the passed

estimated

defective

percentage is within the acceptable quality level. Problems with materials or goods are corrected after delivery of the product. In contrast to this traditional approach of quality control is the goal of total quality control. In this system, no defective items are allowed

anywhere in the construction process. While the zero defects goal can never be permanently obtained, it provides a goal so that an organization is never satisfied with its quality control program even if defects are reduced by substantial amounts year after year. This concept and approach to quality control was first developed in manufacturing firms in Japan and Europe, but has since spread to many construction companies. The best known formal certification for quality improvement is the International Organization for Standardizations ISO 9000 standard. ISO 9000 emphasizes good documentation, quality goals and a series of cycles of planning, implementation and review. Total quality control is a commitment to quality expressed in all parts of an organization and typically reviews involves to many elements. and Design effective insure safe

construction procedures are a major element.

Other elements include extensive training for personnel, detecting inspectors shifting defects to the from responsibility quality and for control

workers,

continually

maintaining equipment. Worker involvement in improved quality control is often formalized in quality circles in which groups of workers meet regularly to make suggestions suppliers for quality also improvement. Material are

required to insure zero defects in delivered goods. Initally, all materials from a supplier are inspected and batches of goods with any defective items are returned. Suppliers with good records can be certified and not subject to complete inspection subsequently. The traditional microeconomic view of quality control is that there is an optimum proportion of defective items. Trying to achieve greater quality than this optimum would substantially increase costs of inspection and reduce worker

productivity. However, many companies have found that commitment to total quality control has substantial economic benefits that had been unappreciated in traditional approaches. Expenses associated with inventory, rework, scrap and warranties were reduced. Worker enthusiasm and commitment improved. Customers often appreciated higher quality work and would pay a premium for good quality. As a result, improved quality control became a competitive advantage. Of course, total quality control is difficult to apply, particular in construction. The unique nature of each facility, the variability in the workforce, the multitude of subcontractors and the cost of making necessary investments in education and procedures make programs of total quality control in construction difficult. Nevertheless, a commitment to improved

quality even without endorsing the goal of zero defects can pay real dividends to organizations.