The Reason of Principles of Construction Engineering and Management Being Necessary for Contracting Firms and Their Projects Managers
Authors: Mamoon Mousa Atout
Abstract:
The industries of construction are in continuous growth not only in Middle East rejoin but almost all over the world. For the last fifteen years, big expansion and increase of different types of projects has been observed. Many infrastructural projects have been developed, high rise buildings, big shopping malls, power sub-stations, roads, bridges, schools, universities and developing many of new cities with full and complete facilities. The growth and enlargement of the mentioned developed projects has been accomplished through many international and local contracting organizations. Senior management of these organizations depend on their qualified and experienced team whom are aware of the implications of project management, construction management, engineering management and resource management during tendering till final completion of the project. This research aims to find out why reasons of principles of construction engineering and management are necessary for contracting firms and their managers. Principles of construction management help contracting organizations to accomplish and deliver projects without delay. This can be maintained by establishing guidelines’ details for updating the adopted system of construction management that they have through qualified and experienced project managers. The research focuses on benefits of other essential skills of projects planning, monitoring and control. Defining roles and responsibilities of contractor project managers during tendering and execution is a part of the investigated factors that will be analyzed. Other skills like optimizing and utilizing the obtainable project resources to deliver the project within time, cost and quality will be also investigated to find out how these factors are affecting the performance of contracting firms, projects managers and projects. The conclusion of the research will help senior management team and the contractors project managers about the benefits of implications and benefits construction management system and its effect upon the performance and knowledge of contract values that they have, and the optimal profit margin of the firm it.
Keywords: Construction management, contracting firms, project managers, planning processes, roles and responsibilities.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1115344
Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1740References:
[1] Abd El-Razek, M., Bassioni, H., and Mobarak, A. (2008). "Causes of Delay in Building Construction Projects in Egypt." J. Constr. Eng. Manage., 10.1061/(ASCE)0733-9364(2008)134:11(831), 831-841
[2] Abdalla M. Odeh, Hussain T. Causes of Construction Delay. International Journal of Project Management. 20 (2002) 67-73.
[3] Harrington, J., & Voehl, F. (2012). Applying TQM to the construction Industry. The TQM Journal, 24(4), 352-362.
[4] Bramble, B.B. “Construction Delay Claims” Engineering and Project Management Vol. 132, No.07, Page 667-685, 1992
[5] Herbsman ZJ, Chen WT. Time is money: Innovative contracting methods in highway construction. Journal of construction engineering and management, ASCE 1995;121(3): 273-81
[6] Ogunlana SO, Promkuntong k. Construction delay in fast growing economy: Comparing Thailand with other economies. Internationa Journal of Project Mnaagement 1996; 14(1): 37-45
[7] Battaineh HT, Information system of progress evaluation of public projects in Jordan, MSc thesis, Dept. of civil engineering, Jordan University of Science and Technology, Irbid, Jordan, 1999.
[8] Al-Moumani HA, Construction delay: a quantitative analysis, International Journal of Project Management 2000: 18:51 – 9
[9] Ajibade A. and Henry A. “Construction Delays and their Causative Factors in Nigeria” Journal of Construction Engineering and Project Management Vol. 132, No.07, Page 667-685, 2006
[10] Assaf, S.A. and Mohammed A.H. “Causes of Delay in Large Building Construction Project” Journal of Construction Engineering & Management Vol. 2, Issue No.11, Page 45-62 1995
[11] Mansfield N.R.; Ugwuo O.O. & Doran T. “Causes of Delay & Cost Overruns in Nigerian Construction Projects” Journal of Construction Engineering & Management Vol. 13, No.04, Page 254-260. 1994
[12] Scott S., “Delay Claims in U.K. Contracts” Journal of Construction Engineering & Management Vol. 123, Issue 03,
[13] M. Sambasivan and Y. Soon. “Causes and effect of delays in Malysian construction industry” International Journal of Project Management, vol 25, 2007, pp. 517-526
[14] David L. Managing conflict in temporary management situation, The general Management Studies 1973, PP.282-296
[15] G. Levin, Interpersonal skills for portfolio, program, and projects managers. Management concept, Leesburg Pike, VA, 2010, Chapter 8
[16] Naief M., “A Comparative Evaluation of Construction and Manufacturing Material Management” International PhD Journal of project management Vol. 20, Page 263-267, 2002
[17] Isabelle Royer, Why bad projects are so hard to kill, Harvard business school, February 2003, P.11. Harvard business school Publishing Corporation.
[18] W. A. W. Maimun, Critical Factors In Project Success: A Study ff Public Sector Construction Projects In Malaysia, PhD Thesis, and University. Malaya, Kuala Lumpur, May 2010.
[19] 3rd Forum "International Construction Project Management" 26th/27 June 2003 in Berlin
[20] Barbara J. Jackson (2010). Construction Management Jumpstart (2nd Ed.). Indianapolis, Indiana: Wiley.