Introduction It is reasonable to assume that the objective of a building project is to create the best possible facility for a given level of expenditure. If this is true, then the objective of management during the development stage of the project should be to establish an effective project team, a unity of purpose and commitment to results. Yet the process of managing a project through the development phase is frequently not well understood by the principal players. And the dynamics of their separate interests may well run counter to the overall project objectives. Indeed, in North America the adversarial attitude amongst the various segments of the building industry is so entrenched that it is some times difficult to persuade the parties to the project to act together in the common interest. At least, not without good communication, or perhaps a gentle education program. So, the development manager, or project manager, must be aware of the dichotomies that exist and the pitfalls that he or she faces. This is the first step in understanding and improving the performance of the team and the resulting development process. Management and the Principal Parties The principal parties to a building project and their respective interests may be identified as follows: • The "Owner as Sponsor" anxious to maximize return on...................................
Management and the Principal Parties
The Project Plan
Misuse of standard contract documents
Improving Performance Through Understanding
The Project Life Cycle: Four Basic Phases
A Typical Building Project Bar Chart Schedule
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Summary
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