17 : Revaluing Construction Project Management

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17 Revaluing Construction Project Management
building should be fun after all Ian Blake,
Project Director, Schal.
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Revaluing CPM

• revaluing construction project management
• design-led construction project management
• performance-driven construction project
  management
• systems thinking
• professionalism and bureaucracy

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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

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Alignment of Incentives

• governability
• designers and the client
• vertical governance
• horizontal governance
• empowerment

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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

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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

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Systems Thinking

• the whole and the parts
• a tectonic approach
• the river structure and process
• the discipline
• a systems dynamic
• from lecture 6.

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The Dynamic of Adversarial Relations and
Over-Engineering
competitive tendering
client
trim margins
audit control
adversarial relations
opportunistic behaviour
complete specification
avoid litigation
over- engineer
responsibility for design
client
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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

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Professionalism and Bureaucracy in CPM
mission uncertainty
high
low
incremental adaptation
push the envelope
specification
mission emphasis
bright idea
iconic architecture
conception