Construction Project Management PDF

# CON4167X - Construction Project Management ## Chapter 1: Introduction to Project and Project Management ### The Effective Executive 管理得好的工廠,總是單調乏味, 沒有任何激動人心的事件發生。 (A well-managed organization is a “dull” organization) 彼得德魯克(Peter F. Drucker) 善用兵者,無赫赫之功...

# CON4167X - Construction Project Management ## Chapter 1: Introduction to Project and Project Management ### The Effective Executive 管理得好的工廠,總是單調乏味, 沒有任何激動人心的事件發生。 (A well-managed organization is a “dull” organization) 彼得德魯克(Peter F. Drucker) 善用兵者,無赫赫之功 - 孫子 - ## Definition of a Project Work generally involves either operations or projects. - **Operations** ongoing and repetitive. - **Projects** are temporary and unique. A project is a series of tasks, arranged in a defined sequence or relationship that produces a pre-defined output or effect. A project always has a start, middle and an end. (Project Management Institute, Body of Knowledge 1999, PMBOK) ## Why Study Management? ### Objectives of a Construction Firm 1. Obtain and execute construction projects to the client's satisfaction in terms of quality, cost and time. 2. Make profits. ## What is Management? 1. Management is a process of coordinating work activities with the aim of achieving organizational goals in an efficient 有效率的 and effective 有效的 manner. 2. Management include planning, organizing, leading, and controlling of human and other organizational resources. ## Efficiency 效率 vs Effectiveness 有效 | | | | | ------------- |:-------------:|:-------------| | **Efficiency** | Operating in such a way that resources are not wasted | **Effectiveness** | | | | Doing the right things in the right way at the right times | ## Organizational Performance A measure of how efficiently 有效率的 and effectively 有效的 managers use available resources to satisfy customers and achieve organizational goals. ## Organizational Levels A diagram shows a triangle shape with 4 layers, all levels are colored in blue. - Top Managers - Middle Managers - First-line Managers - Non-managerial Employees ## Kinds of Manager by Level - **Top Managers (e.g. Board of Directors)** Establish organizational goals, strategy, and monitor middle managers. They are responsible for the performance of all departments and decide how different departments should interact. Ultimately 最終 responsible for the success or failure of an organization. - **Middle Managers (e.g. Project/Construction Manager)** Supervise front-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals. - **Front-Line Managers (e.g. site agent)** Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services. ## Managers Skills A diagram shows a square split into three parts, each part represents a different level of the organization. Each part is colored in a different color and labelled. - **Top Managers** Conceptual Skills - **Middle Managers** Human Skills - **First-line Managers** Technical Skills ## Difference between Project & Standard Business Operations 1. **Unique 獨特的 in Nature.** Every project undertaken is different from the last, whereas operational activities often involve undertaking repetitive (identical) processes. 2. **Have a Defined Timescale.** Projects have a clearly specified start and end date. 3. **Have an Approved Budget.** Projects are allocated a level of financial expenditure. 4. **Have Limited Resources.** At the start of a project, an agreed amount of labour, equipment and material is allocated to the project. 5. **Involve an Element of Risk.** Projects entail a level of uncertainty and therefore carry business risk. 6. **Achieve Beneficial Change.** The purpose of a project, typically, is to improve an organization through the implementation of business change. ## The Evolution of Management Thought A diagram shows five lightbulbs in a row. The rightmost lightbulb is a candle. The other four are regular incandescent bulbs, a compact fluorescent lightbulb, and two LED lightbulbs, with the LED furthest from the lightbulb. ## The Evolution of Management Theory A diagram showing a timeline with 5 bars, each colored in a distinct colour and labelled with a management theory, along the bottom is a numeric timeline from 1890-2000. - Organizational Environment Theory - Management Science Theory - Behavioral Management Theory - Administrative Management Theory - Scientific Management Theory ## Job Specialization - Workers who specialized became much more skilled at their specific tasks. - Increasing job specialization increases efficiency and leads to higher organizational performance. ## Scientific Management Theory 1. The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. 2. Concerned with improving the performance of individual workers (i.e. efficiency). A diagram shows an image of a factory with a caption: "An Industry Epoch Changing the Works in Ford Employees to Five-Day Movements." This shows workers in a production line, each doing a specific task. ## Administrative Management Theory 1. The study of how to create an organizational structure that leads to high efficiency and effectiveness. 2. A theory that focuses on managing the total organizational rather than individuals. A diagram depicts a group of babies or toddlers, all in similar clothing, sitting in a line linked together, appearing to be mimicking behaviour or actions of each other, or perhaps being ordered in a particular way. ## Behavioral Management Theory 1. The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. 2. Focuses on the way a manager should personally manage to motivate employees. ## Theory X and Theory Y ### Theory X 1. People dislike work and avoid work where possible. 2. People lack ambition, dislike responsibilities and prefer to be led. 3. People desire security. A diagram shows an image of an aggressive looking man, with his index finger pointed directly at the viewer, with a stern expression. ### Theory Y 1. People do not dislike work; work is a natural part of their lives. 2. People are committed to goals to the degree that they receive rewards when they reach their objectives. 3. People both seek and accept responsibility under favorable conditions. 4. People are bright, but under most organizational conditions their potentials are underutilized 未充分利用的. A diagram shows a pleasant image of individuals walking together in nature, happy and interacting with one another. ## Maslow's Hierarchy of Needs A diagram shows a pyramid with 5 levels, each showing a different need as the level rises. | Level | Need | Explanation | | ------------- |:-------------:|:-------------| | 5 | Self-actualization | Personal growth and fulfillment| | 4 | Esteem needs | Achievement, status, responsibility, reputation | | 3 | Belongingness and Love needs | Family, affection, relationships, work group, etc. | | 2 | Safety needs | Protection, security, order, law, limits, stability, etc. | | 1 | Biological and Physiological needs | Basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc. | A diagram shows pyramid with 5 levels, each colored in gradually lighter shade of red: | Level | Need | Explanation | Translation| | ------------- |:-------------:|:-------------|:-------------| | 5 | Self Actualization | The individual needs to fulfil their potential, develop their talents and be true to themselves | 自我實現需求 | | 4 | Ego Needs | The need for respect, recognition, status and self-esteem. | 尊重需求 | | 3 | Social Needs | Feeling loved, belonging to a group and having meaningful relationships. | 社會需求 | | 2 | Security Needs | Having a sense of security and safety. The ability to feel safe in one’s environment. | 安全需求 | | 1 | Body Needs | Basic biological needs such as food, water, sleep and shelter. | 生理需求 | ## Management Science Theory • Contemporary 當代的 approach to management that focuses on the use of rigorous 縝密的 quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. ## Organizational Environment Theory Organizational Environment - The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire 獲得 and utilize resources ## Contingency Theory 權變理論 • No one best way to organize because the external environment influences the organizational structures and controls. • Contingency approach involves identifying the important variables in different situations, evaluating the variables, and then applying appropriate management knowledge and principles in selecting an effective approach to the situation. ## END