1. Use the library catalogue to find one journal article with ‘Project Management’ in the title. Cut and paste the reference in accordance with Harvard style. As well, cut and paste the abstract for this article. Read the article and write a sentence/short paragraph on whether this article is relevant for this unit. Think about how you can refine your searching skills to find articles that may be more relevant. Book title: A tutorial on project management from a theory of constraints perspective. Harvard Reference style:
Blackstone, J, Cox, J, & Schleier, J 2009, ‘A tutorial on project management from a theory of constraints perspective’, International Journal Of Production Research, 47, 24, pp. 7029-7046, Business Source Complete, EBSCOhost, viewed 27 January 2013. Abstract: Managing projects is a difficult undertaking-a large number of projects fail to be completed on time, on budget, or to specifications. In traditional project management literature, researchers criticise project manager skills and leadership, user involvement, top management commitment, organisation, etc.
More recently, research has identified underlying problems with project concepts. We briefly describe the types of failures (late delivery, over budget, less than full specs) of projects. Second, we examine some causes of project lateness. Third, we illustrate the calculations for project completion using traditional and critical chain project methodologies. We then conduct three small simulations of the network using uniform, triangular, and exponential distributions to determine the impact of using the critical chain methodology on project completion dates.
Last, we provide some references discussing critical chain project management. [ABSTRACT FROM AUTHOR] Relevance paragraph to Project management SRM181: I believe this article would be of large relevance to the subject, Project Management SRM181. From the abstract, it discusses aspects of project failures due to late delivery, budgets and the importance of specifications. It also talks about projects scopes, concepts and underlying problems with critical chain project methodologies. Tutorial Exercise Week 3: 1. Develop a list of roles for the client-side project manager (no less than 100 words). Client side project manager:
The client side project manager’s roles in the process of construction vary greatly from project to project. There are many relationships that go into a build, and all must coincide together to make a successful project. The project manager’s role in the project is to make this run as smoothly as possible. In some cases of a build, there will be multiple project managers within the one job. The head contractor selected at tender will have their own project manager within the construction company. From a client’s point of view, that project manager is there to best suit the construction company, and not so much the client’s best interests.
The client can employ their own project managers/construction managers to run the build from the client’s side of the project. The major roles the client side project manger will be: * Ensuring the build is fitting to the clients brief and scope * Ensuring the project is finished to the required standard, and also ensuring the build is completed to the architectural/engineering specifications * Consult the client’s needs and wants to all involved in the build. In short, consulting between the architect, engineers and contractors on the client’s behalf. Tutorial Exercise Week 4:
Project Scenario: Deakin decides to redevelop the car park (The highlighted area in the map) in the waterfront campus. You are appointed as a project manager who represents Deakin in the project development process. Please fill in the following table to identify the key stakeholders in each stage, and your major roles/activities as a client-side project manager in the project lifecycle. Stages in the Project lifecycle| Design and documentation| Tendering/document submission to council/building approvals| Construction: start – finish| Hand over – Car Park in use.
| Who are involved in this stage? | Architects, engineers, clients, | Architects, clients, local council, and Public participants: houses, apartments business. | Head contractors, sub- contractors, architects| Deakin staff and students| What are the key activities in this stage (use dot points)? | * Completing design to clients needs * Completing the documents – plans 0 construction, council approvals, tenders| * Getting approvals from council * Preparing tender documents * Complete tender process| Head and sub contractors complete construction of car park.
Architects/engineers influence design and construction process. | Preparing car park ready for use – ticket machines, prices, signs etc. | Tutorial Exercise Week 5: Get information about the London’s Millennium Bridge from the Internet. Use around 50-100 words to talk about why scope verification is important regarding this project. Information about London’s Millennium Bridge: The millennium bridge in London was supposed to be the statement piece for London, a bridge allowing access from bankside to the city Centre over the river Thames.
But do to a lack of scope verification, there was a wobble that was attributed to an under-researched occurrence whereby pedestrians crossing a bridge that has a lateral sway have an unconscious tendency to match their footsteps to the sway, thereby exacerbating the sway. The scope verification for this particular project should have picked up on the lack of engineering research into the footbridges design. The scope verification stage, whereby all the stakeholders to the bridge sign off on it was bypassed for this project, as the port of London authority granted a license for the structure, and hence avoided the scope verification process.
Tutorial Exercise Week 6: Deakin has decided to redevelop the waterfront car park to an office building for the School of Architecture and Building Environment. Please help the project manager from Deakin to identify the stakeholders and develop a stakeholder information profile. Stakeholders| Categories| Issues| Deakin| Internal| Client to the project| Students/staff| Internal| Allowing the students staff to be informed of projects completion. | Students/staff| External| Allowing the students staff to be informed of projects completion.
| Consultants and contractors| Internal| Sub contractors to the build, report to clients project managers. Work on a contractual basis to the clients. | Public and residents in houses/apartments| External| Must be informed of any works interfering within their homes. Road closures etc. | Shop/hotel owners| External| Must be informed of any works interfering within their businesses. Road closures etc. | Council| External| Submit all the relevant documents to the project. Approvals and discussion on projects details, finishes and schedules of works. | Tutorial Exercise Week 7: 1.
Analysis of your leadership style according to your results in the “leadership self assessment questionnaire” On the Blake and mouton managerial grid leadership self assessment questionnaire I got a total score of: People: 41 Task: 42 When completing the matrix model, my score landed myself in the team leader square, and I personally believe this is my leadership category. Team Leader (high task, high relationship) This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people.
They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. In analyzing these results, I believe in leading a strong high risk and high relationship leadership style into project management/construction management in construction projects. This role in leadership allows for people to respect you as a project manager through confidence, but also have people like you on a personal basis to make them then ‘want’ to work for you. 2.
Use Herzberg motivation model to identify your ‘motivators’ and ‘Hygiene’ factors to choose ‘Construction management” or/and “Architecture” as your major. My to personal motivators and hygiene factors are to do both, project management and architecture into the one. My motivating factors to design and create interesting buildings and projects are my vitality, self-sufficiency, authenticity and meaningfulness of Maslow’s hierarchy. In Hertzberg’s motivators and hygiene factors my motivators are achievement in completing the project as a project manager, and design and seeing a completed project would be my sense of achievement.
The personal growth of designing project and gaining recognition for my work as an architect is defiantly a motivator. The hygiene factors including salary, supervision, work conditions and personal life all lead towards a project manager’s role in the construction industry. Final answer: both – Architect and construction management. To one day own and operate a design build firm, dabbling in both fields would be an ideal outcome. Tutorial Exercise Week 8: 1. Identify three good habits for presentation.
Three good presentation habits for presentations in assignment 2: I. Read the crowd – try and pick up on how the audience is responding to my presentation. You can learn a lot by watching how your participants react to you, your session and your topic. II. Watch your body language – try not to fold my arms when talking to the audience, and be careful not to fiddle with my clothes, watch etc. , make sure to have empty pockets (so I don’t play with your keys or change) and don’t “hide” behind your desk. III. Keep a bottle of water/humour is my best friend