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Auditing processes for project life cycle phases
Published in Abdul Razzak Rumane, Quality Auditing in Construction Projects, 2019
A project manager contract is used by the owner when the owner decides to turn over the entire project management to a professional project manager. In the project manager type of contract, the project manager is the owner’s representative, and is directly responsible to the owner. The project manager is responsible for the planning, monitoring and management of the project. In its broadest sense, the project manager has responsibility for all phases of the project from inception of the project to the completion and handing-over of the project to the owner/end user. The project manager is involved in giving advice to the owner and is responsible for appointing the design professional(s), consultant and supervision firm, and selecting the contractor to construct the project. Figure 6.85 illustrates the contractual relationship between the owner, project manager, designer (A/E) and contractor.
Quality and safety controls
Published in Len Holm, 101 Case Studies in Construction Management, 2018
Successful contractors have all recognized the importance of safety management and have developed effective company safety programs that include new employee orientation, safety training, and jobsite safety surveillance. The effectiveness of these programs, however, is directly related to management’s commitment to safety. Project managers and superintendents are responsible for the safety of workers, equipment, materials, and the general public on their project sites. They must set the standard regarding safety on their projects and enforce safety standards at all times. Jobsite safety is a significant project management issue. Creating a safe working environment is a function of the physical conditions of the working environment and the behavior or working attitude of individuals working on the site. A safe working environment results in increased worker productivity and reduces the risk of injury. Accidents are costly, leading to disruption of the construction schedule, and require significant management time for investigation and reporting.
Safety management
Published in John E. Schaufelberger, Len Holm, Management of Construction Projects, 2017
John E. Schaufelberger, Len Holm
Most construction companies have recognized the importance of safety management and have developed effective company safety programs that include new employee orientation, safety training, and jobsite safety surveillance. The effectiveness of these programs, however, is directly related to management’s commitment to safety. Project managers and superintendents are responsible for the safety of workers, equipment, materials, and the general public on their project sites. They must set the standard regarding safety on their projects and enforce safety standards at all times. A continual safety awareness campaign is needed that is focused on reducing accidents. Frequent, at least weekly, safety inspections should be conducted of the jobsite to identify hazards and ensure compliance with job-specific safety rules. Every project meeting should address safety in some manner. Most construction firms require their superintendents or foremen to conduct weekly safety meetings with workers to maintain a continuous emphasis on hazard removal and safe work practices.
An investigation of factors influencing selection of construction project managers for sustainable renovation projects
Published in Cogent Engineering, 2023
John Dadzie, Buccah G. Sebitla
A project manager is a person assigned to lead a team that is responsible for achieving a set of project objectives. The selection of project managers is linked to basic requirements, experience, education, communication, computer and management skills and time management. Other factors include cost, resource, quality and project management skills, planning, interpersonal skills, decision making and team development (Afshari, 2017). A project manager must manage costs, time and resources and be able to plan and develop skills of a project team (Sadatrasool et al., 2016). Also, knowledge, legal skills, communication skills, social awareness, action management, financial management and ability to identify risk affect decisions to select project managers (Sadatrasool et al., 2016). The authors added that effective human resource management, procurement skills, time management, quality design and control and technical impact selection of a project manager. Sharma and Kumar (2018) discussed factors that influence selection of a project manager to include enthusiasm, high self-esteem and political sensitivity. Although Sharma and Kumar (2018) sought to reinforce findings of earlier studies, ability to delegate, team management and good communication skills were identified and included.
Using intelligent ontology technology to extract knowledge from successful project in IoT enterprise systems
Published in Enterprise Information Systems, 2022
Jinfeng Ding, TianRan Tang, Yaqin Zhang, Wi Chi
The software process is populated by players who can be categorised into one of five constituencies: leader, managers, pracitioners, customers and end-users. The leader is a senior manager who define the business issues that often have significant influence on the project. A Team leader have the ability of motivation, organisation, and innovation. An effective project manager emphasises four key traits: Problem solving, Managerial identity, achievement, influence and team building. Pracitioners who deliver the technical skills that are necessar to engineer a product or application. Customers who specify the requirements for the software to be engineered and other stakeholders who have a peripheral interest in the outcome. End-users who interact with the software once it is released for production use.
Critical safety factors influencing on the safety performance of construction projects in Mongolia
Published in Journal of Asian Architecture and Building Engineering, 2020
Rentsendorj Usukhbayar, Jongsoo Choi
Questionnaire survey design is built upon numerous previous studies (e.g. Choudhry, Fang, and Mohamed 2007; Terwel and Jansen 2015; and others). The survey form is organized two parts; 1) demographic questions, 2) rating impact of safety factors on safety performance. Respondents are asked to assess the impact level of each safety factor on construction safety performance using a five-point Likert scale ranging from 1 (no impact) to 5 (high impact). The designed questionnaire survey form is then sent to construction companies and each company distributes survey forms to engineers, safety engineers, and project managers. Project managers have highest authority in a project and are, in general, responsible for organizing or implementing effective safety programs providing safe environments at sites. Meanwhile, engineers are responsible for inspecting hazards in buildings and machines, monitoring job site environments, and enforcing building codes and standards to prevent accidents at sites.