Roles And Responsibilities Of The Project Manager Construction Essay

Roles And Responsibilities Of The get a line Manager Construction EssayAs defined by Field and Keller (2007) Project centering is the discipline of planning, organising, securing, managing, leading and controlling resources to achieve a peculiar(prenominal) startcome or outcomes during a defined time period and given resource constraints. It is a temporary endeavour which has a defined beginning and end which is aimed at achieving a set of specific goals and objectives. Elenbass (2000) has showed that achieving the leap out goals and objectives within the given time, schedule and embody constraints are the primary ch every(prenominal)(a)enge of the take care influencement. Hence the roam jitneys must attempt to utilise the resources efficiently and effectively to meet the pre-defined standards of performance and to optimise the productivity of the resources.The aim of this assignment is to identify certain insures to achieve cardinal main business objectives for the fi nancial year of a large manufacturing organisation which has employed all over 1250 employees including the office supply and factory workers to reduce the movement of stave from the exposit during the lunch break and to help the staff to develop a healthy behavior style as a part of the CSR of the entity and to reduce the absenteeism accordingly. Hence at the beginning of the paper several projects go out be place that are suggested to be feasible to implement to achieve these particular objectives. Then a specific project was selected and carried out the fundamental project vigilance functions such as clarify the and assess it for feasibility, cost and time management, select appropriate project methodological abstract, establishing an appropriate management, administrative structure and etc.Task 01 Identifying Specific ProjectsThere are two main objectives of that have to be achieved during the current financial yearReducing the movement of staff from the telephoners pr emises during the ,lunch break which has created an issue overcrowding the local area see the companys staff to develop a healthy life style as a part of the policy of the organisationIn put in to achieve these objectives hobby factors should be considered before determining campaignable projectsThere are more than 1250 office staff and factory staff who have been employed in the companyThe staffs has been assigned with the range of different rolesThe offices and factory twists are spread across an extensive areaThe is no existing catering services for the office staff or the factory workers then the company has been faced with the need for developing a proper plans and programs to reduce the matters relating to the movement of the employees during the lunch break and overcrowding the premises and blocking area (Case Study). Hence author suggested that next alternative projects can be considered to address these issues and to achieve the above mentioned objectivesSetting up a separate twist to providing catering services for the employees of the companySetting up a separate make to take the lunch and tea without providing the catering services at the premisesSetting up a separate building and buy-in the external catering serviceArrange lunch rooms in every separate building in the premises and setting small building to buy the meals from an external catering serviceA Chosen ProjectFrom the above mentioned alternative projects the number 1 alternative (Setting up a separate building to providing catering services for the employees of the company) due to following reasonsThis alternative provides a long-term solution for the problemThe employees will be happy about the employer since they feel that the company care their needsThis solution can be built and develop healthy relationships among the various staff of the companyThe objectives of CSR can be easily achievedAs a pre-requirement of planning the project has to be sub-divided into major divisions . Accordingly following sub-divisions can be identified with the high level estimates of time, resources and costs.Project Sub-Division expositionTime EstimatesResourcesCost EstimatesConstructing the BuildingThis includes,Planning the buildingEstimating the costs and purchasing requirementsCalling for tenders from the suppliersSelecting suppliersConstructing the building2 months immaterial ArchitecturesEngineering Division and Top prudence involvements including budgetary directionTender boardConstruction people and materialLand5000 recording the Interior facilitiesThis includes,Arranging the seating facilitiesArranging the mobile canteen including fixed assets such as fridges, cashiers, delivery tables, etc1 monthFinancial resourcesLabourClerical staffFixed assetsManagement and coordination3000Establishing the catering serviceThis includes,Recruiting kitchen and canteen staff buy fixed assets, equipments and goods for the kitchen and the canteen2 monthsClerical staffHuman resour ce DivisionFinancial resourcesPurchasing proceduresFixed assets2000Table 01 Project PlanProject Methodology PRINCE 2Having identified the above fundamentals of the main project a suitable project methodology should be selected. There are several project methodologies can be identified in the Project Management literature such as the traditional approach, PRICE 2, Event Chain Methodology, bring found Management, Critical Chain Project Management, etc. Among these the PRINCE 2 project management methodology is the best suit for the project under concern. As explained by Hutchings (2011) this method is a structured approach to project management which provides a clearly defined framework for project management. It describes how to coordinate people and activities of the project, how to design and supervise the project and what actions should be taken if the project reflects some deviations from the plan and planned outcomes. Accordingly each activity is structured with clear input and outputs allowing the automatic control of the project processes and efficiency of the resources. The following figure shows a typical PRINCE 2 methodology.Figure 01 PRINCE 2 MethodologySource http//www.projectmanagement.net.au/prince2 feasibility AssessmentFeasibility CriteriaAssessmentWeighingTechnical FeasibilityThe skillful foul expertise for several aspects of the project should be made available from the external sources. Accordingly following services are available for the projectThe project planning staff100%The clerical staffEngineering and designingBudgetary delegationAnd following technical skills should be outsourced80%Building architectureConstruction engineeringCooking staffThere are reliable sources to obtain these technical requirements for the project without greater difficulty.90%Schedule FeasibilitySchedule should be subjected to proper control (85%). 15% risk assessment is allowed.The expertise of the external constructors and technical services is assured 10 0% by the top management92.5%Human Resource FeasibilityThe fragments of the corporate project staff are newly appointed. indeed they should be subjected to proper guidance, controlling and admonishering procedures in order to get their safe potential for the project work.In the catering services field and building construction their knowledge and experience are significantly lack and therefore effective consultation is require.Required labour for the project should be externally complete since there are no idle labours that can be allocated for the project.20%Financial FeasibilityThe financial for the project can be sourced in following waysWelfare fund 12.5%CSR Budget allocations 25%Company Bank Accounts 50%Employee Contribution 12.5%100%Operational FeasibilitySince the project is to be carried out utilising the external labour is can be operated without disrupting the normal manufacturing and business operations.90%Sharing best practicesThe project police squad is prepared to utilise the lessons in the agone and to obtain information further from the external sources personally to make the project a success.90%Table 02 Feasibility AssessmentNicholas (2009) Warner (2010) Borow (2010)Administrative StructureBased on the PRINCE 2 Project Methodology following structure can be developed for the management and administration of the project (Hartl, 2006).Project Planning directionSite 01Site 02Site 03Catering Service ArrangementInterior FacilitationBuilding ConstructionConstructionPurchasingArrangementPurchasingRecruiting StaffHR DivisionPurchasingCorporate Project ManagerBudgetingCEO/ Director BoardSteering CommitteeFigure 02 Administrative Breakdown structureRoles and Responsibilities of the Project ManagerHaughey (2011) has pointed that the role of the project manager is to plan, approval, implementation, control, monitor and execution of the project. The execution involves the accumulating resources and coordinating the people and physical resources i n order to perform the tasks effectively and efficiently to the standards of performance. Accordingly followings are the responsibilities of the project manager police squad leadershipDocumentationDeveloping schedulesActivity planning and schedulingPlanning and define scope risk of infection analysisMonitoring and reporting the progressManage the risk issuesControl the tonusRealise the benefitsProject PlanBased on the PRINCE 2 project methodology adopted the project plan should be prepared. Accordingly each process should be clearly defined with inputs and outputs and necessary performance standards and controls. Methodology should be inclusive of remedies for the potential deviations from the planned process. Accordingly following project plan is outlined for the project under consider (Frese, 2003).OrderTask Name take leave DateDurationEnd DateResources1Building Construction9/1/20126010/31/20122Planning the building9/1/201279/8/2012Architecture3Estimating the costs and purchasing requirements9/9/201279/16/2012Budgetary committee4Calling for tenders from the suppliers9/17/2012129/29/2012Purchasing Dept5Selecting suppliers9/30/20121010/10/2012Purchasing Dept6Purchasing procedure10/11/2012710/18/2012Purchasing Dept7Constructing the building10/19/20121711/5/2012Contractors8Preparing Interior facilities11/6/20123012/6/20129Planning the interior arrangement (following the plan of the building)11/6/2012211/8/2012Project planning team10Estimating the costs and purchasing requirements11/9/2012211/11/2012Project planning team11Calling for tenders from the suppliers11/12/2012711/19/2012Purchasing Dept12Selecting suppliers11/20/2012711/27/2012Purchasing Dept13Purchasing procedure11/28/2012712/5/2012Purchasing Dept14Arrangement12/6/2012512/11/2012Labors, Project planning team15Establishing the catering service12/12/2012301/11/201316Planning the Human Resource requirements12/12/2012712/19/2012HR Division and Project Planning Team17Recruitment procedures12/20/2012712/27/2 012HR Division18Recruitment and Selection12/28/2012212/30/2012HR Division19Estimating the costs and purchasing requirements12/31/201271/7/2013Project planning team20Purchasing procedure1/8/201371/15/2013Purchasing Dept21Closure of the project1/16/201371/23/201322Post project evaluation1/16/201331/19/2013Steering committee, Project manager and the team23Reporting1/20/201321/22/2013Project manager24Hand over the documents and project to the management1/23/201311/24/2013Project manager25Opening for employees1/25/201311/26/2013Project planning team, management and employeesTable 03 Project PlanTask 02Alternative Project Team StructuresTeam StructureAssessmentPure ProjectThe project manager has the full authority over the projectEvery member reports to a one bossLine of communication is shortenedDecisions are made quicklyMotivation, team spirit and perpetration are highThe teams have not a sustainability after the project is completed due to ignorance of the organisational goals and obj ectives (Baguley, 2003)FunctionalOne team member may be working on several projectsThe projects have been established within a certain usable divisionMotivation, team spirit and commitment are weakProject mangers role may not be defined clearlyThe aspects of the project that are not directly related with the functional area may be ineffectively achievedMatrix ProjectProject team composed of people from different functional areas so that all aspects of the project are equally fulfilled and consideredProject manager has defined roles and responsibilitiesCommunication among the functional divisions is improved and enhancedThere would have two bosses project manager and the functional managerThere is a high risk for failure of the project unless the project manager possesses strong negotiating skills (Mullins, 2007)Table 04 Alternative Project Team StructureInterpersonal Skills for Project ManagerAccording to Yeong (2011) following interpersonal skills are crucially important for the p roject managers in order to successfully manage the progress and people of the project.Leadership and influencing skillsTeam buildingMotivationCommunicationDecision makingNegotiatingPolitical and cultural awareness case Management ProcessAccording to Borow, (2010) the quality management process for the project under concern is as followsQuality planningThe goal of the project To establish a canteen for the employees of the company including office staff and factory workers in order to reduce the overcrowding in the local area and to promote healthy foodsExpected deliverablesThe building massive sufficiently to gather employees, clean, proper waste and water disposal methods,Catering service established within the company premises, clean and healthy foods, affordable prices for all staff, availability of choicesMeasuring the success Post project evaluation, questionnaire survey among the employees, physical performance of the building, water and waste disposal systemsQuality Assuran ceIn order to assure the quality of the deliverables, following steps will be followedBuilding utilise the best materials, get the services of the well-known constructors, utilise the service of the value and assured architectures and designersCatering service employ most skilled and well-experienced cooking staff, set the conditions for service relating to quality, clean and healthy foods, ensure tidy environmentQuality controlIn order to control the quality of the deliverables, evaluations and suggestions of the following persons will be considered.The physical tests of the engineering headsAssurance of the HR division relating to the competency of the canteen staffPhysical verification by the project team and the management of the waste disposal systemsThe employees of the companyManaging Project Change ProposalsChanges are possible in course of the projects due to various implications of the project management and stakeholder influences. Following typical change management proc edure will be followed to ensure the changes are by rights managed during the project ensuring the success.Figure 03 Change Management during the Course of the ProjectSource http//product-ivity.com/project-change-management/Possible Issues and RisksAs shown by Viney (2004) following project risks and issues should be encountered.Risk / IssueDescriptionBusiness/ Inherent RiskCulture and politics that are prevailing within the organisation may affect the project execution, monitoring and controlling.Project specific riskThe skills of the project team, as discussed earlier are considerably insufficient for this project. Hence there is a high need for proper control, execution and inspection of the project leadership during the workStage riskRisk associated with the each sub-division of the projectTable 05 Possible RisksMonitoring and EvaluationIn order to monitor and control the project work successfully the stakeholder analysis can be adopted. As claimed by Kerzner, (2004, pp 358). The stakeholder analysis helps to identify the persons or the groups that should be involved in the decision making process of the project and to whom, what and how to disseminate the information about the project. Additionally the stakeholders would affect and involve in the change management and control procedures. By identifying and defining their needs the project manager can effectively determine how should the project be monitored and on what bases or criteria the project should be evaluated. Accordingly following analysis can be utilize for the monitoring and evaluation purposes of the project.Stakeholder typeParties may includedRequirementsCritically affect the success of the projectBudgetary committeeTop managementExternal servicesProject teamComply with the organizational policies, practices and system proceduresEffective ReportingProper coordination and availability of resourcesLegally required to participateThe local government officersTo ensure the construction of a bu ilding in the local areaHave specific expertise on projectThe project planning teamSteering committeeProject team including the project managerBuilding constructors and designersEngineeringHR DivisionThe right quality and standards of performance of the relevant deliverablesBeneficiariesThe employeesThe companyThe improved and quality environmentHealthy and clean foodsAffordable pricesContinuous maintenanceSystem to detect and manage issuesAs Frese, (2003) explained, the project charter can be used as a source document in order to detect and manage issues of the project. This document includes all of the following detailsDeliverablesConstraintsRisksResourcesAcceptance criteriaCost and man-hour estimationsRisk management policyResources requirementBenefits and impactsLink to the corporate business and CSR strategyConclusionProject management is dealt with managing projects effectively within the given triple constraints of cost, time and schedule. In order to manage a project success fully the project managers and team members should possess a range of skills, experience and competencies. If the project team armed with necessary skills and competencies or has the quick access to reliable sources, the project can be achieved successfully. Further interpersonal skills are highly important for the project managers. Since, especially in the matrix team structure the project manager plays a significant role by effectively negotiating with the functional managers and the employees assigned from various functional areas to discharge the project tasks. There are main three types of team structures that can be used to organise the project team. The project must be subjected to properly established quality control processes and the outcomes should be benchmarked in order to ensure the expected deliverables. Stakeholder analysis can be used to monitor and evaluate the project based on the nature and purpose.