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8121 Construction Project Management
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8121 Construction Project Management
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Course Code: 8121
University: University Of New South Wales
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Country: Australia
Question:
Discussion Post 1: Project Size and Life Cycle
1 . What impact do you believe a project’s size and complexity has on the project’s life cycle? What can be done to prepare for such an impact? How would you prepare for such an impact in a global environment?
Discussion Post 2: Planning Stage
2. What three key questions would you ask clients in the planning stage of a new construction project? Explain why. How can value management help in improving the performance of projects?
Answer:
Discussion post 1: Project size and Life cycle
The concept of project management is relatively a dynamic concept in the field of business especially in the construction management. The projects related to the construction management are often larger in size as compared to that of the of the other projects out there in the market (Hwang, Zhao & Toh, 2014). Not only the size but the complexity of a project also plays a particular character in the fruitful completion of the assigned project. A project related to construction industry is also complex as compared to that of the other projects in the industry (Qazi et al., 2016). A typical project with a dedicated project manager involves a combination of several phases. The combination of the several phases in the project is collectively termed as the life cycle of project. The life cycle of any project includes some of the phases opening from the initiation phase, the planning phase, the implementation phase to the closure phase. Successful execution of these above mentioned four phases is important in determining the well being of the project that is intended to fetch fortunes for the industry.
Both the size of the project and the project complexity play a major role in the lifecycle of the project. The project size and the complexity of the project are somewhat interdependent in framing the project lifecycle. The case where the project size is relatively small the various phases of the lifecycle of the concerned project are also small (Eadie et al., 2013). It is due to this fact that it becomes relatively easier for the project manager to give attention to every stage of the project so that it becomes easier to keep a track on the successful termination of the project. The complexity of the project is also needed to be considered while taking up with the project. The project complexity increases according to the project size and more complexity have a deeper impact on the life cycle of the project. Increased complexity affects each of the phases of the in the project life cycle.
To prepare for such a deeper impact, it is recommended to keep the project size and the project complexity as small as possible as this will allow the manager of the project to monitor and control the project with ease in the global environment. Complexity can be reduced to a substantial amount with the help of integration that is through communication, coordination and control.
Discussion post 2: Planning stage
The planning stage is the second stage of the life cycle of the project that comes after the initiation stage of the concerned project. The planning stage of a project related to construction is the stage where the project solution is further developed in detail and the necessary steps required to meet the objectives of the project are structured. This is the stage where the project management team along with the project manager identifies all the necessary work to be done in successfully delivering the project with dedication (Said & El-Rayes, 2013). All the vitals for the concerned project are tactically framed in this phase of the project and the future plans are formulated. In taking up with the projects related to the construction industry there are several questions that are needed to be asked to the clients before beginning with the various stages of the project. Three key questions that every project manager concerned to a project in the construction industry must ask to the clients before beginning with project are stated as follows:
What are the deliverables of the project?
Whether there is any deadline of the project?
What is the benchmark of success for the concerned project?
These three above mentioned questions are particularly chosen among all other questions that are required to be asked to the clients before initiating with the construction project because these three questions are considered to be the main elements that frames every project related to the construction industry. It is necessary for the project manager to know about the deliverables of the project because the requirements of the project are associated with it that is needed to be delivered upon the completion of the project. The deadline of any project also performs a major action in successfully delivering the project (Walker, 2015). The benchmark of success is also required to be defined before initiating with the project as this allows the project team to analyze their worth.
Value Management or VM is a technique that is mostly concerned with the defining, exploiting and achieving the worth of cost. This is one of the collaborative approaches in the managing projects that is built on the idea of obtaining maximum output from the limited resources of the project (Kelly, Male & Graham, 2014). The Value Management is helpful in increasing the performance of the project because it teaches the project team to work on the project with the minimum amount of resources thereby reducing the global footprint of the project.
References
Eadie, R., Browne, M., Odeyinka, H., McKeown, C., & McNiff, S. (2013). BIM implementation throughout the UK construction project lifecycle: An analysis. Automation in Construction, 36, 145-151.
Hwang, B. G., Zhao, X., & Toh, L. P. (2014). Risk management in small construction projects in Singapore: Status, barriers and impact. International Journal of Project Management, 32(1), 116-124.
Kelly, J., Male, S., & Graham, D. (2014). Value management of construction projects. John Wiley & Sons.
Qazi, A., Quigley, J., Dickson, A., & Kirytopoulos, K. (2016). Project Complexity and Risk Management (ProCRiM): Towards modelling project complexity driven risk paths in construction projects. International Journal of Project Management, 34(7), 1183-1198.
Said, H., & El-Rayes, K. (2013). Performance of global optimization models for dynamic site layout planning of construction projects. Automation in Construction, 36, 71-78.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
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