17 Revaluing Construction Project Management.ppt

Conclusions 17 : Revaluing Construction Project Management Revaluing CPM revaluing construction project management design-led construction project management performance-driven construction project management systems thinking professionalism and bureaucracy Revaluing CPM asset not artefacts adding value for clients value in the project chain profits, reputation, and learning culture and self-esteem valuation of the industry a poor image Alignment of Incentives governability designers and the client vertical governance horizontal governance empowerment A Design-led CPM why lead with design? the role of product integrity project managers and design enabling the solution of the briefing problem enabling the solution of the design problem A Performance-driven CPM riding the project life-cycle process integrity and process capability the role of measurement developing process capability last planner TQM standardisation and pre-assembly integrated PMIS and extranets investing in constructability Systems Thinking the whole and the parts a tectonic approach the river : structure and process the discipline a systems dynamic from lecture 6. The Dynamic of Adversarial Relations and Over-Engineering Bureaucracy and Professionalism the problem of complex organisations two ways of organising in the modern world bureaucracy professionalism lean construction and neo-bureaucracy project management and professionalism revisiting tame and wicked problems Professionalism and Bureaucracy in CPM * ? Graham M Winch building should be fun after all Ian Blake, Project Director, Schal. Conclusions competitive tendering trim margins opportunistic behaviour audit control adversarial relations complete specification responsibility for design avoid litigation over- engineer client client * * * ? Graham M Winch