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Develop the strategies for design and construct a home through general contractor steven glaze

Development Project Manager Steven Glaze coating is to give rules to Typical Project Life CycleTraditional Design/Building a venture is imagined through the association's key arranging process and the best danger to venture achievement

StevenGlazeKansas
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Develop the strategies for design and construct a home through general contractor steven glaze

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  1. Steven Glaze has worked as a General Contractor / Home Improvement Specialist with homeowners, insurance companies and contractors.

  2. Theory of ConstructionManagement by Steven Glaze The Construction Project Manager Steven glaze Kansas City,is assigned to the project sponsor to ensure that all relevant goals are met.

  3. Construction Management Strategy A coordinated set of decisions which guide a construction project organization The decisions aim to reduce the inherent difficulty of construction in ways which increase the chances of agreed objectives being achieved

  4. Inherent Difficulty results from the complexity of construction and external interference

  5. External Interference A measure of the impact of factors external to a construction project which are outside the direct control of the project organization

  6. Complexity A measure of the number of interacting teams in a construction project, the quality of the relationships between them, and their performance variability

  7. Construction Teams Formal group of individuals who work together on a permanent basis to undertake specialist construction and the essential machines and equipment the team uses

  8. Construction Teams • Designers • Managers • Manufacturers • Production specialists • Commissioning specialists

  9. Relationships between Construction Teams Boundary relationships: behaviour is guided by teams’ perception that they are parts of different organizations Internal relationships: behaviour is guided by teams’ perception that they are parts of a joint organization

  10. Internal & Boundary Relationships

  11. Quality of Relationships

  12. Performance Variability A measure of the range of performance achieved by a construction team The performance variability achieved by teams varies widely but typically ranges around a norm by plus or minus 50% or more

  13. Inherent Difficulty NUMBER OF INTERACTING TEAMS QUALITY OF RELATIONSHIPS PERFORMANCE VARIABILITY COMPLEXITY EXTERNAL INTERFERENCE INHERENT DIFFICULTY CONSTRUCTION MANAGEMENT STRATEGIES

  14. Difficult Project

  15. Difficult Project • Vague and incomplete brief • Complex and incomplete designs • Technologies outside the competence of local companies • Complex, contradictory and incomplete plans • Select numerous teams which lack the required skills, knowledge and equipment • Boundary relationships used to defend individual interests

  16. Difficult Project continued • Manufacturing requires components and materials outside the competence of available manufacturing companies • Production uses inappropriate skills, knowledge and equipment and faces constant changes to the design • Commissioning delivers an incomplete facility which fall far short of the brief

  17. Construction Management Strategies Aim to reduce inherent difficulty to make the project more straight forward

  18. Straight Forward Project

  19. Straight Forward Project • Clear and complete brief • Single organization responsible for project • Clear and complete design and plan • Competent teams with established internal relationships • Standard and readily available materials and components • Efficient production and commissioning

  20. Theory of Construction Management Provides propositions to guide construction away from difficult projects towards straight forward projects

  21. Construction Management Propositions • Reduce the number of teams involved • Improve the quality of relationships • Reduce performance variability • Reduce external interference

  22. Construction Management Strategies NUMBER OF INTERACTING TEAMS QUALITY OF RELATIONSHIPS PERFORMANCE VARIABILITY COMPLEXITY EXTERNAL INTERFERENCE INHERENT DIFFICULTY CONSTRUCTION MANAGEMENT STRATEGIES AGREED OBJECTIVES

  23. Construction Organizations

  24. Construction Companies Directly influence the efficiency of the teams they provide to undertake construction The theory of construction management provides propositions to guide this influence

  25. Construction Management Propositions • Satisfy the requirements of local or specialised markets to ensure company’s survival • Develop teams with well developed skills and knowledge which match the requirements of projects • Develop teams integrated by established relationships • Improve the quality of support provided to teams by their companies

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