What is Construction Project Management? Construction project management (CPPM) is the act of planning, organizing, executing, and managing the entire construction project from beginning to end. Construction project management (CPPM) involves the integration of project management principles with the requirements of the clients. CPPM is vital in providing clients with timely delivery dates, guaranteed quality, reduced construction costs and increased profits. This enables companies to meet deadlines and complete projects on schedule.
What Is It?
What exactly is construction project management? Construction project management (CPPM) deals with the planning, organizing, implementing, monitoring, controlling, and controlling the entire construction project. In short, construction project management is the act of “planning” the construction of any building or facility, but of particular significance for construction, managers are the “getting the job done” part. Most construction managers say that their jobs revolve around getting the job “done”, which is accomplished by planning. They are involved in every phase of the project, from scheduling the time and materials needed for construction as well as negotiating with various subcontractors and suppliers to coordinate all aspects of construction.
What are construction project management principles? There are four main pillars upon which a successful construction management system is based: Planning, organizing, coordinating, and controlling. Planning is the act of identifying the scope of work, the budget, and allocating resources appropriately. Organizing involves creating a schedule and assigning tasks according to the scope. Coordinating is determining who needs to do what and when, and controlling is measuring and reporting results. Allocating resources correctly is crucial; it determines how much money is available for construction, how much can be allocated to each phase, and ultimately how much can be spent on actual construction.
Principles
To be effective, however, every construction project manager must have the ability to plan, organize, and control. It’s important to first determine what type of construction projects are being managed. Are there only jobs for specialty individuals, or are there also projects involving the construction of buildings, bridges, power plants, industrial facilities, and so on? Each type requires a different approach.
One of the most important construction management principles is to establish what kind of project is being handled – an engineering project, a construction project, a building or construction project, a construction project involving one building or several buildings, etc. A “best practice” guideline for construction project management is for each project to have a specific and unique purpose. To create a project to specifically meet the needs of that construction project’s owners and/or contractors, the manager should determine whether the project will be done as a sole construction project, as a joint construction project, as a mixed construction project, or as a construction project employing both specialty individuals and general construction workers.
Another important construction management principle is to determine what practices are generally accepted throughout the construction project management industry. An example of these practices might be the PMI (personal protective equipment) rules or the OSHA (occupational safety and health) rule. If the project management office is planning on doing any construction projects, it is strongly recommended to consult and follow these practices.
Goals and Milestones
Finally, the construction project manager should set reasonable goals and milestones for the project and be able to realistically assess and manage the risks associated with reaching those goals and deadlines. Setting reasonable goals and objectives is a very important part of project management and the foundation of successful management. In addition to meeting the goals, the construction manager must be able to effectively measure progress made towards achieving them and be able to make adjustments to the schedule without disrupting the project. Establishing and maintaining realistic time schedules is an important part of this principle as well.
These are just some of the many valuable suggestions found in “An Owner’s Guide to Construction Project Management.” The book is an outstanding guide that provides construction managers with the knowledge and tools to make sound business decisions. The material is written clearly and concisely that makes it easy to read and easy to understand. The “An Owner’s Guide to Construction Project Management” is recommended to construction managers, project supervisors, finance directors, and legal counsel.…
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