CONSTRUCTION IMPLIES EXCUTION THE 4 th  INTERNATIONAL CONSTRUCTION PROJECT MANAGEMENT UNION CONFERENCE 27 April 2005 by Ad...
CONSTRUCTION Two Sides of A Coin Construct Dreams & Vision Construct Physical Entities Awakening of Dreams or Realizing th...
A LOCATION From Any Where in the World For Any Where in the World Improved Communication channels
Project management is  Redefined
Project  is to project  your  DREAMS or  to project your  VISION or  to project your  STRATEGIES
Management  is  to  AWAKEN  The Dream or  to transform The Vision into REALITY   or  to transform The Strategies into DELI...
Group Knowledge The Critical Success Factor for the Companies Knowledge Leveraging Individual Knowledge
5 BASIC COMPONENTS NECESSARY FOR A PROFESSION ARE IN PLACE IPMA, Switzerland IPMA Competency Baseline (ICB) ENNA (JPMF) Pr...
PM Tree Knowledge Education Application Research Standards Economy Adaptation Industry Adaptation Certification
Corporate Success & Survival Key Concerns of Senior Management Strategy Delivery Strategy Delivery Project Management Stra...
Current  Professional Focus Future Professional Focus Dr. Lyn Crawford Executive (Board, CEO, Snr Managers) Executive Spon...
MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS   Assign the responsibilities where they can be managed freely ...
MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS   Create a good team, target oriented, in the client organizati...
Create a “common language” concerning the way to look to the Project in every single moment it was, including critical mom...
Define the  technicalities  in project control area, in order to rule the Project sharing the different points of view of ...
Always respect the single role inside the organizations  MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
Maintain transparent and clear relationship with the Authorities overlooking the Project . Drawing and data approval proce...
Try always to anticipates and not to correct, also if it can generate “image- problems” to you and your work MAJOR POINTS ...
Let always rule the Project and not the single: we do not realize constructions for one-man gratification but for the comm...
Project monitoring and review should be effective and review meeting be attended by persons authorized to take decisions a...
Survey and soil investigations of the site is very important and should be carried out through a reliable Agency under exp...
The figures   of the New Complex <ul><li>Estimated investment:  800 million Euros </li></ul><ul><li>Surfaces: </li></ul><u...
Items of interest  of the New Complex <ul><li>Approximately  11 million men-hours, 50% on site </li></ul><ul><li>Drawings ...
MAJOR CHALLENGES Complexity of the territorial system (Region, Province, 3 Municipalities and other 35 different Subjects)...
Quantity of  public and private projects to coordinate (more than 15), without power but only per suasion.  MAJOR CHALLENG...
Leakage of experience in general contracting of the Italian construction companies MAJOR CHALLENGES Case Study
Timetable:  time  is the only resource you can’t buy at the “supermarket”   MAJOR CHALLENGES Case Study
Characters of people participating to a clear “unique” project, often looking for their own “good image”, so putting in se...
NIMBY problem (not-in-my-back-yard) with such a large scale project, that requested a very strong “media-managing” organiz...
Milan Fair 1.5 Billion Euro 2 Years Done in Record Time With Savings Reason: Excellent Integration Case Example 56 Countries
 
 
 
 
 
Construction will always remain an integral part of infrastructure for bettering society and economies
<ul><li>Today’s scenario - executing projects in other countries </li></ul><ul><li>Issue management crucial  </li></ul><ul...
<ul><li>Stakeholders satisfaction – Should have two aspects  </li></ul><ul><li>Optimize stakeholder satisfaction  </li></u...
<ul><li>Legal framework in managing international projects  </li></ul><ul><li>Contradictory expectations  </li></ul><ul><l...
<ul><li>Use of better Technology & Automation essential  </li></ul><ul><li>Effective Supply Chain Integration in manufactu...
New Directions…. <ul><li>Combine Project Thinking with Operational Mindset  </li></ul>PROJECT THINKING OPERATIONAL MINDSET
PROJECT THINKING Many scorecards  Only Profit  OPERATIONAL MINDSET
Innovative to add value  Complete the existing task within Time & Scope  PROJECT THINKING OPERATIONAL MINDSET
Proactive at lowest execution level Reactive - wait for instructions  PROJECT THINKING OPERATIONAL MINDSET
Modular communications  Chain of command communications  PROJECT THINKING OPERATIONAL MINDSET
IPMA Member Countries Austria Azerbaijan Croatia Czech Republic Denmark Finland France Germany Hungary Iceland Ireland Ita...
USA Norway various Japan, Taiwan Korea Greetings and best wishes  from the IPMA Executive Board   IPMA International Proje...
<ul><li>Otto Zieglmeier </li></ul><ul><li>Vice President IPMA International Project Management Association </li></ul><ul><...
Alain de Dommartin Chief Executive Officer,  EFQM European Foundation for Quality Management <ul><li>What could be more fu...
The IPMA Assessment Model    for „Project Excellence“
Review  IPMA PM Award Gala 2002
The winner takes it all IPMA Award Gala 2004 - Budapest !!!
Challenges to Project Managers of 21st century From To Infinite Finite Possibilities Resources Surplus Scarce Environment ...
Single project Multiple projects Management Customer Single Many Conflicts Less Intensive Concerned Controlling resources ...
CPD CPM PMP PMF Knowledge Competence = knowledge + experience + personal attitude Project Management Practitioner Project ...
IPMA 4LC Scheme- your path to professionalism Level A Level B Level C Level D International Project Manager Project Direct...
“ In the human race, there is no finishing line” thank you  for this opportunity It keeps on moving.
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1 건설사업관리의 새로운 프론티어 adesh jain회장(ipma)

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CONSTRUCTION IMPLIES EXCUTION

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  • Baustein 5 Project Excellence Hinweise Es soll der unterschiedliche Aufbau und die völlig unterschiedliche Bedeutung der Kriterien Projektmanagement und Projektergebnisse erläutert werden. PM: Wie verhält sich das Projekt, wie geht es konzeptionell und grundsätzlich vor, um gut zu sein und um besser zu werden? Projektergebnisse: Wie gut ist das Projekt aus Sicht verschiedener Interessengruppen und in bezug auf das Erreichen der versprochenen Ergebnisse tatsächlich? Dauer 40 Minuten
  • 1 건설사업관리의 새로운 프론티어 adesh jain회장(ipma)

    1. 1. CONSTRUCTION IMPLIES EXCUTION THE 4 th INTERNATIONAL CONSTRUCTION PROJECT MANAGEMENT UNION CONFERENCE 27 April 2005 by Adesh Jain, President , IPMA
    2. 2. CONSTRUCTION Two Sides of A Coin Construct Dreams & Vision Construct Physical Entities Awakening of Dreams or Realizing the Vision Strategy Oriented Delivery Oriented One Side Other Side
    3. 3. A LOCATION From Any Where in the World For Any Where in the World Improved Communication channels
    4. 4. Project management is Redefined
    5. 5. Project is to project your DREAMS or to project your VISION or to project your STRATEGIES
    6. 6. Management is to AWAKEN The Dream or to transform The Vision into REALITY or to transform The Strategies into DELIVERIES
    7. 7. Group Knowledge The Critical Success Factor for the Companies Knowledge Leveraging Individual Knowledge
    8. 8. 5 BASIC COMPONENTS NECESSARY FOR A PROFESSION ARE IN PLACE IPMA, Switzerland IPMA Competency Baseline (ICB) ENNA (JPMF) Project to Program Management (P2M) PM Body of Knowledge Certification Education Research Standards
    9. 9. PM Tree Knowledge Education Application Research Standards Economy Adaptation Industry Adaptation Certification
    10. 10. Corporate Success & Survival Key Concerns of Senior Management Strategy Delivery Strategy Delivery Project Management Strategic Delivery Capability Dr. Lyn Crawford Value Creation and Change Strategy Formulation
    11. 11. Current Professional Focus Future Professional Focus Dr. Lyn Crawford Executive (Board, CEO, Snr Managers) Executive Sponsors Programme & Project Managers Project Management General Management
    12. 12. MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS Assign the responsibilities where they can be managed freely and independently
    13. 13. MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS Create a good team, target oriented, in the client organization and “pretend” to have an equivalent and integrated team within the general contractor. With clear cut responsibility and ownership.
    14. 14. Create a “common language” concerning the way to look to the Project in every single moment it was, including critical moments MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    15. 15. Define the technicalities in project control area, in order to rule the Project sharing the different points of view of the client and the constructor. Scope and technical specs should be clear and unambiguous MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    16. 16. Always respect the single role inside the organizations MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    17. 17. Maintain transparent and clear relationship with the Authorities overlooking the Project . Drawing and data approval process should be fast and time bound. MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    18. 18. Try always to anticipates and not to correct, also if it can generate “image- problems” to you and your work MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    19. 19. Let always rule the Project and not the single: we do not realize constructions for one-man gratification but for the community MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    20. 20. Project monitoring and review should be effective and review meeting be attended by persons authorized to take decisions across the table MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    21. 21. Survey and soil investigations of the site is very important and should be carried out through a reliable Agency under expert supervision MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS
    22. 22. The figures of the New Complex <ul><li>Estimated investment: 800 million Euros </li></ul><ul><li>Surfaces: </li></ul><ul><li>Total surface area of site: 2 million square meters </li></ul><ul><li>Gross floor space: 530,000 square meters </li></ul><ul><li>Gross exhibition area: </li></ul><ul><li>- indoor 360,000 square meters </li></ul><ul><li>- outdoor 60,000 square meters </li></ul><ul><li>Length of central axis: 1,3 kilometres </li></ul><ul><li>Pavilions: 8 – </li></ul><ul><li> 2 of these will be two- level buildings. </li></ul>
    23. 23. Items of interest of the New Complex <ul><li>Approximately 11 million men-hours, 50% on site </li></ul><ul><li>Drawings for the executive project 4,000 </li></ul><ul><li>Drawings for construction project 40,000 </li></ul><ul><li>Quantity of steel used in the project: 120,000 tons </li></ul><ul><li>Steel structures: 77,000 tons (10 Eiffel Towers) </li></ul><ul><li>Reinforced concrete: 440,000 cubic metres </li></ul><ul><li>Glass surfaces: 200,000 square metres </li></ul><ul><li>Labourers that worked on site 9,300 from 62 countries (one third Italian) </li></ul><ul><li>Up to 2,200 on site at the same time </li></ul><ul><li>Sub-contractors that worked on the site more than 300 </li></ul><ul><li>Italian suppliers/contractors 80-85% </li></ul><ul><li>Foreign suppliers/contractors 15-20% </li></ul>
    24. 24. MAJOR CHALLENGES Complexity of the territorial system (Region, Province, 3 Municipalities and other 35 different Subjects) Case Study
    25. 25. Quantity of public and private projects to coordinate (more than 15), without power but only per suasion. MAJOR CHALLENGES Case Study
    26. 26. Leakage of experience in general contracting of the Italian construction companies MAJOR CHALLENGES Case Study
    27. 27. Timetable: time is the only resource you can’t buy at the “supermarket” MAJOR CHALLENGES Case Study
    28. 28. Characters of people participating to a clear “unique” project, often looking for their own “good image”, so putting in second place the Project MAJOR CHALLENGES Case Study
    29. 29. NIMBY problem (not-in-my-back-yard) with such a large scale project, that requested a very strong “media-managing” organization MAJOR CHALLENGES Case Study
    30. 30. Milan Fair 1.5 Billion Euro 2 Years Done in Record Time With Savings Reason: Excellent Integration Case Example 56 Countries
    31. 36. Construction will always remain an integral part of infrastructure for bettering society and economies
    32. 37. <ul><li>Today’s scenario - executing projects in other countries </li></ul><ul><li>Issue management crucial </li></ul><ul><li>Manpower shortage, Language barriers, different values & cultures, legal aspects </li></ul>CONSTRUCTION CHALLENGES
    33. 38. <ul><li>Stakeholders satisfaction – Should have two aspects </li></ul><ul><li>Optimize stakeholder satisfaction </li></ul><ul><li>Never exceed a Dissatisfaction Index </li></ul>CONSTRUCTION CHALLENGES
    34. 39. <ul><li>Legal framework in managing international projects </li></ul><ul><li>Contradictory expectations </li></ul><ul><li>Open mind, good communication </li></ul>CONSTRUCTION CHALLENGES
    35. 40. <ul><li>Use of better Technology & Automation essential </li></ul><ul><li>Effective Supply Chain Integration in manufacturing </li></ul><ul><li>Just In Time </li></ul>CONSTRUCTION CHALLENGES
    36. 41. New Directions…. <ul><li>Combine Project Thinking with Operational Mindset </li></ul>PROJECT THINKING OPERATIONAL MINDSET
    37. 42. PROJECT THINKING Many scorecards Only Profit OPERATIONAL MINDSET
    38. 43. Innovative to add value Complete the existing task within Time & Scope PROJECT THINKING OPERATIONAL MINDSET
    39. 44. Proactive at lowest execution level Reactive - wait for instructions PROJECT THINKING OPERATIONAL MINDSET
    40. 45. Modular communications Chain of command communications PROJECT THINKING OPERATIONAL MINDSET
    41. 46. IPMA Member Countries Austria Azerbaijan Croatia Czech Republic Denmark Finland France Germany Hungary Iceland Ireland Italy Latvia Netherlands Poland Portugal Romania Russia Slovakia Slovenia Spain Sweden Switzerland Ukrain United Kingdom Yugoslavia EUROPE (28) AMERICA (3) Brazil Mexico USA AFRICA (2) Egypt South African Rep ASIA (2) China India
    42. 47. USA Norway various Japan, Taiwan Korea Greetings and best wishes from the IPMA Executive Board IPMA International Project Management Association
    43. 48. <ul><li>Otto Zieglmeier </li></ul><ul><li>Vice President IPMA International Project Management Association </li></ul><ul><li>Member of the Board of GPM German Association for Project Management </li></ul><ul><li>Director of the IPMA International Project Management Award </li></ul>IPMA International Project Management Award The highest international honours for excellent Project Performance
    44. 49. Alain de Dommartin Chief Executive Officer, EFQM European Foundation for Quality Management <ul><li>What could be more fundamental than the concept of project excellence? </li></ul>
    45. 50. The IPMA Assessment Model for „Project Excellence“
    46. 51. Review IPMA PM Award Gala 2002
    47. 52. The winner takes it all IPMA Award Gala 2004 - Budapest !!!
    48. 53. Challenges to Project Managers of 21st century From To Infinite Finite Possibilities Resources Surplus Scarce Environment Static Dynamic Criteria Certainties Bounded Unbounded
    49. 54. Single project Multiple projects Management Customer Single Many Conflicts Less Intensive Concerned Controlling resources Delivery of objectives Challenges to Project Managers of 21st century From To Criteria
    50. 55. CPD CPM PMP PMF Knowledge Competence = knowledge + experience + personal attitude Project Management Practitioner Project Management Professional Project Manager Programme or Project Director or International Project Manager Level Capabilities A B C D IPMA Four-Level Certification Programme Project Management Fachmann/ Professional Registered Project Management Professional Certificated Project Manager Certificated Project Director Title Targeted PM Certification – The European Way
    51. 56. IPMA 4LC Scheme- your path to professionalism Level A Level B Level C Level D International Project Manager Project Director Experienced Project Manager Programme Manager Project Manager Project Practitioner Project Team Member © 2002 CEPM PM Certification – The European Way
    52. 57. “ In the human race, there is no finishing line” thank you for this opportunity It keeps on moving.

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