1 / 47

BUSINESS ECONOMICS AND ENTREPRENEURSHIP

BUSINESS ECONOMICS AND ENTREPRENEURSHIP. Aleš Tomek Hal Johnston. List of Lessons . Emerging Trends AT & HJ Business Strategies AT & HJ Financial Management AT & HJ Risk Management AT & HJ Project Management AT & HJ Advanced Systems AT & HJ

anoki
Télécharger la présentation

BUSINESS ECONOMICS AND ENTREPRENEURSHIP

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. BUSINESS ECONOMICS AND ENTREPRENEURSHIP Aleš Tomek Hal Johnston

  2. List of Lessons • Emerging Trends AT & HJ • Business Strategies AT & HJ • Financial Management AT & HJ • Risk Management AT & HJ • Project Management AT & HJ • Advanced Systems AT & HJ • Standard Contracts AT & HJ • Cash Flow Planning AT & HJ • Sustainability Concepts AT & HJ • Summary AT & HJ

  3. Topic for TodayProject Management Hal Johnston Faculty of Civil Engineering Department of Economics and Management Czech Technical University in Prague

  4. Project Management for Superior PerformancePart 1 - Introduction Czech Technical University in Prague

  5. Objectives • Today we will present the following: • Reasons for a different type of management for project-based firms • Attributes of construction projects requiring special management techniques • Goals and objectives of construction projects • Management techniques that can be used to successfully meet the goals and objectives of construction projects

  6. Introduction to Project Management • Management is a discipline • Large, broad-based field • Project management • Management of several projects • Separate entities • Finite time frame • Associated with completion date • Primary purpose: to achieve project goals

  7. Attributes of Construction Projects • Include: • Specific parameters (e.g., budget) • Finite durations • Located away from company • Each project requires separate management • Single source of responsibility • Separate cost accounting element

  8. Attributes of Construction Projects (cont’d.) • Single project can have thousands of parts, systems, and equipment • Substantial purchases may be required • Substantial subcontracting is used • Construction companies have numerous projects at the same time • Single owner or customer • Each site is controlled by the contractor

  9. Goals and Objectives of Construction Projects • Project goals • Example: successful and profitable • Objectives • Definable tasks that support goals • Time frame and level of quality • Cost control and safety program effectiveness • Customer satisfaction • Effective management of subcontractors

  10. Management Techniques to Achieve Project Goals and Objectives • Management techniques • Necessary to control project building • In order to achieve objectives • Wide variety • Takes a team to design and build facilities • Managers control all variables

  11. Organization of the Project Delivery System • Needs to be cost-effective • Personnel varies according to project • Project duration, size, and contract type • Amount of self-performed work • Personnel available and crew size • Multiple areas of work and contracts • Reporting requirements to the customer • Extent of cost control and reporting required • Public versus private work and market

  12. Leadership • Attributes: • Vision of entire project • Plans for achieving completed project • Insistence of meeting financial goals • Understand crews and provide motivation • Communication • Maintain relationships with upper management • Critical decision timing • Company loyalty

  13. Problem Solving • Considerations: • Full impact on subcontractors, suppliers, and contractor • Cost impact • Time impact • Best solution for project conditions • Best method of resolving conflicts

  14. Reporting and Record Keeping • Provides: • Communication between field and home office • Communication with client and consultants • Systematic and regular analysis of current conditions by field personnel • Historical record for project documentation

  15. Planning and Scheduling • Enables completion on a finite date • Plan: organizes the project • Schedule: tool for communicating the plan • Flexible • Can be modified to changing conditions • Initial planning: project management basis • Continual planning and scheduling: addresses conditions that arise

  16. Cost Control • Containing construction costs • Within budget established by cost estimate • Involves use of comparison • May indicate a need to change methods, techniques, or crew composition • Can help achieve additional profits • Ensures accurate cost database

  17. Flow of Cost Information Delmar/Cengage Learning

  18. Quality Management • Has become an important part of project management’s tasks • Quality has several meanings • Meeting expected level of material • Maintaining the level of workmanship • Earning general customer satisfaction

  19. Safety Management • Proactive safety management program • Economic benefits • Workers’ compensation premiums • Insurance premiums • Tied to company-wide performance record • Goal: prevent all jobsite accidents

  20. Contract Compliance • Submittals include: • Material and permanent equipment submittals • Shop drawings • Project meetings • Change control, documentation, and compensation • Progress payments and project closeout

  21. Computerized Record Keeping • Helps compile, organize, and analyze project progress information • Time, cost, and project data recorded on the jobsite • Timely production of quality, usable information • Facilitates problem solving and communication during the project

  22. Summary • Construction organizations: • Rely on project management to manage profit centers • Goals of a construction project: • To be successful and profitable • Variety of techniques used

  23. End of Part 1 of topicsQuestions?

  24. Project Management for Superior PerformancePart 2 - The Project Team Czech Technical University in Prague

  25. Objectives • Part 2 will introduce the following: • Traditional delivery system and the relative roles within that system • Roles and responsibilities of the participants in the traditional system for the owner, architect, and contractor • Construction management form of the construction delivery system and the relationships of the roles within that system • Design-build delivery system with examples of the roles and responsibilities within that system

  26. Roles, Responsibilities, and Authority of Project Participants • Delivery systems • Provide a matrix of organization • Formal and informal contractual relationships between participants • Standard contractual forms are available for each delivery system • Professional and trade associations • Produce and endorse contractual agreements

  27. The Traditional Contract Project Delivery System • Referred to as “design-bid-build” • Primary contractual parties: • Owner, architect, and contractor • Neither the architect nor the contractor does 100% of the work assigned • Each makes an agreement with others involved to accomplish specific areas of work

  28. The Traditional Construction Delivery System Delmar/Cengage Learning

  29. The Traditional Contract Project Delivery System (cont’d.) • Methods of compensation: • Lump-sum contract • Cost, plus a fee • Cost plus, with guaranteed maximum price • Unit price contract

  30. Responsibilities of the Contractual Parties • Owner: • Paying for the work and project coordination • Site, scope, and documents • Architect: • Project design and construction documents • Contractor: • Labor, material, equipment, expertise, and means to complete the project

  31. The Owner’s Roles During the Construction Phase The Owner’s Organization for the Construction Project Delmar/Cengage Learning

  32. The Architect’s Roles During the Construction Phase Architect’s Organization Delmar/Cengage Learning

  33. The Contractor’s Roles During the Construction Phase Contractor’s Project Organization Delmar/Cengage Learning

  34. Contractor’s Project Organization, Project Manager, and Superintendent Parallel Delmar/Cengage Learning

  35. Other Roles in the Construction Process • Significant roles played by other entities • Majority are regulatory agencies List of Typical Inspections Delmar/Cengage Learning

  36. Communications in the Traditional System Communication Matrix, Traditional System Delmar/Cengage Learning

  37. The Construction ManagementDelivery System • Contractor-based management systems • Applied early in the project • Provides more tools and controls • Forms of CM: • Agency CM • CM-at-Risk, CM/GC, Multiple Prime, or Guaranteed Maximum Price (GMP)-CM

  38. Organization of the CM Delivery System (Agency CM) Delmar/Cengage Learning

  39. Roles of the CM Project Team Construction Management Roles Delmar/Cengage Learning

  40. Communications in the CM Delivery System Communications in the Construction Management System Delmar/Cengage Learning

  41. The Design-Build Delivery System • Single-source procurement • Design and construction provided for GMP • “Cost not to exceed” price • Often includes a cost-savings split clause • Design-build firm • Facilitator for designers and constructors

  42. Design-Build Organization II Delmar/Cengage Learning Design-Build Organization I Delmar/Cengage Learning

  43. Design-Build Organization IV Delmar/Cengage Learning Design-Build Organization III Delmar/Cengage Learning

  44. Communications in the Design-Build Delivery System Design-Build Communications Delmar/Cengage Learning

  45. Engineering-Procurement-Construction • Referred to as E-P-C • Common for heavy construction facilities • Industrial plants, power plants, refineries, etc. • E-P-C firm provides: • Engineering • All materials and equipment • Construction

  46. Summary • Primary construction delivery systems: • Traditional system (i.e., design-bid-build) • CM system • Design-build system • Each system is effective in certain situations • Project communications vary

  47. End of part 2 - topicQuestions?

More Related