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 论文编号：
lw200801171731195864 |
| 论文属性：
学术论文 |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-01-17 |
| 字数： 5600 |
| 源程序：
无 |
| 价格：
50 |
| 参考相关附件： |
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| 论文大纲，目录 |
| 关键词搜索： |
Introduction
It is reasonable to assume that the objective of a building project is to create the best possible
facility for a given level of expenditure. If this is true, then the objective of management during
the development stage of the project should be to establish an effective project team, a unity of
purpose and commitment to results.
Yet the process of managing a project through the development phase is frequently not well
understood by the principal players. And the dynamics of their separate interests may well run
counter to the overall project objectives.
Indeed, in North America the adversarial attitude amongst the various segments of the building
industry is so entrenched that it is some times difficult to persuade the parties to the project to
act together in the common interest. At least, not without good communication, or perhaps a
gentle education program.
So, the development manager, or project manager, must be aware of the dichotomies that
exist and the pitfalls that he or she faces. This is the first step in understanding and improving
the performance of the team and the resulting development process.
Management and the Principal Parties
The principal parties to a building project and their respective interests may be identified as
follows:
• The "Owner as Sponsor" anxious to maximize return on investment, perhaps at the
expense of operational costs
• The "Owner as Operator" anxious to minimize operating costs, perhaps at t英语论文网 【http://www.51lunwen.org】he expense of
initial capital costs
• The "Designer" anxious to provide a good design service and build a reputation for future
work, perhaps by creating a “professional image” in the final building
• The "Constructor" anxious to maximize profit, especially if severe market competition has
resulted in tight firm-price margins
• The "Project Manager" anxious to set the stage for a successful project implementation
through efficient management.
These relationships must be managed just as positively as the technical aspects of the project.
Thus the objective of project management may be said to be the achievement of
predetermined specifics within given targets of quality, time, cost, and client satisfaction. A
successful project is therefore one which is perceived as having achieved satisfactory tradeoffs
within these parameters.
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