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Aims:

The aim of this module is to offer a broad understanding of how to lead construction projects in the context of dynamically changing built environment.

Objectives:

• To understand the context, value and importance of construction projects
• To be aware of the project lifecycle and project processes
• To understand various concepts typically used in the management of projects, programs and portfolios
• To appreciate the current debates in the project management field
• To be able to give examples of challenges and opportunities that construction projects typically face
• To be able to suggest and use project management tools, including earned value analysis and risk analysis
• To be able to analyse case studies by identifying problems construction projects face and suggesting potential solutions to problems

Learning Outcomes:

• Better understanding of the nature of the construction industry and specific programmes and projects
• The implications of generating new values through construction projects
• The complexity of the management of construction projects, programs and portfolios
• The variety of factors that impact on successful completion of projects
• The processes and key phases in managing construction projects
• The methods and tools that may be used to evaluate the progress of completing projects on time and on budget
• Successes and failures in project management practices
• Critical thinking about different approaches and perspectives through which to understand the management of projects

Content:

During the first term we will examine different definitions of projects, origins and development of project management discipline. We will specifically focus on the nature of the construction sector supply chain and changes in the built environment. Projects will be contrasted with operations with opportunities to evaluate some practical examples. Projects will be considered as the creation of new values; as uncertain adventures with complexity and predictability being at the heart. We will explore various models of the project life cycle that takes us from vision to reality, from the first idea that there is a potential for achieving performance improvement to delivering an operating facility that enables us to achieve that benefit. We will concentrate on the earlier strategic stages of the project life cycle including defining project mission, briefing and design process, contracting strategies, construction phase and gap analysis. We will examine potential problems, reasons for failure and best practices. Key internal and external stakeholders will be examined; and power/interest matrix typically used in practices will be introduced. The supplier selection methods and project procurement routes will also be explored. Having broken the process down into clearly defined phases with identifiable outputs, we will consider the review points where progress against the project mission is assessed. We will consider project successes and through case studies.In the second term we will continue to explore the later stages of the project life cycle. Building upon knowledge gained in the first year, we will focus on how to manage time, cost and budget during construction projects. We will use earned value measurement system as a primary tool for integrating cost, schedule, technical performance management and risk management. It is an early warning system allowing for early identification of trends and variances from the plan. The concept of conformance as meeting all project targets from the viewpoint of the client or the supply chain will also be explored. We will use risk management and analysis techniques as primary tools for selecting options and understanding dynamic uncertainty within projects. Other concepts including, innovation and learning will be considered from both theoretical and practical perspectives. Case study examples from the UK and abroad will be considered to gain an understanding of what lessons may be learned from project failures and successes. Different stakeholder roles and professions at the heart of the management of construction projects will be noted.

Project management is the management of people, time and costs by individuals and teams to ensure progress and completion of a project. Project-based organisations expect projects to be completed faster, cheaper, and better. On the micro level, the only way that these objectives can be met is through the effective use of project management processes and procedures. Project managers in the construction sector are responsible for planning and managing building projects. Their responsibility include design, procurement, planning, budget, contractors, clients, changes, the lifecycle of the project, and document management to ensure a desired conclusion. Because construction projects are constantly changing, a successful project manager needs a wide range of skills and abilities to manage teams and projects. According to Royal Institute of Chartered Surveyors (RICS), project management in the construction industry has to comply with sustainability, insurance, health and safety and legal requirements of the country in which the project is based. On the macro level, the management of construction projects has an important impact on societal and economic development and growth. This course gives a better understanding of the management of construction projects, both technically and socially. It prepares you for the final year of learning more about the management of construction projects.

Essential Reading

Kerzner, H. (2013). Project management: A systems approach to planning scheduling and controlling. London, UK: Wiley.

Morris, P., Pinto, J. and Söderlund, J. (2012). The Oxford Handbook of Project Management. Oxford, UK: Oxford University Press.

Turner, J. R. (2014). The Handbook of project-based management: Leading strategic change in organizations. London, UK: McGraw-Hill.

Winch, G. M. (2010). Managing Construction Projects. Chichester, West Sussex: Wiley-Blackwell.