CONSTRUCTION IMPLIES EXCUTION

1. CONSTRUCTION IMPLIES EXCUTION THE 4 th INTERNATIONAL CONSTRUCTION PROJECT MANAGEMENT UNION CONFERENCE 27 April 2005 by Adesh Jain, President , IPMA

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. A LOCATION From Any Where in the World For Any Where in the World Improved Communication channels

4. Project management is Redefined

5. Project is to project your DREAMS or to project your VISION or to project your STRATEGIES

6. Management is to AWAKEN The Dream or to transform The Vision into REALITY or to transform The Strategies into DELIVERIES

7. Group Knowledge The Critical Success Factor for the Companies Knowledge Leveraging Individual Knowledge

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. PM Tree Knowledge Education Application Research Standards Economy Adaptation Industry Adaptation Certification

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. Current Professional Focus Future Professional Focus Dr. Lyn Crawford Executive (Board, CEO, Snr Managers) Executive Sponsors Programme & Project Managers Project Management General Management

12. MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS Assign the responsibilities where they can be managed freely and independently

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. 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. 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. Always respect the single role inside the organizations MAJOR POINTS IN MANAGING LARGE SCALE CONSTRUCTION PROJECTS

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. 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. 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. 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. 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

24. MAJOR CHALLENGES Complexity of the territorial system (Region, Province, 3 Municipalities and other 35 different Subjects) Case Study

25. Quantity of public and private projects to coordinate (more than 15), without power but only per suasion. MAJOR CHALLENGES Case Study

26. Leakage of experience in general contracting of the Italian construction companies MAJOR CHALLENGES Case Study

27. Timetable: time is the only resource you can’t buy at the “supermarket” MAJOR CHALLENGES Case Study

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. 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. Milan Fair 1.5 Billion Euro 2 Years Done in Record Time With Savings Reason: Excellent Integration Case Example 56 Countries

36. Construction will always remain an integral part of infrastructure for bettering society and economies

42. PROJECT THINKING Many scorecards Only Profit OPERATIONAL MINDSET

43. Innovative to add value Complete the existing task within Time & Scope PROJECT THINKING OPERATIONAL MINDSET

44. Proactive at lowest execution level Reactive - wait for instructions PROJECT THINKING OPERATIONAL MINDSET

45. Modular communications Chain of command communications PROJECT THINKING OPERATIONAL MINDSET

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

47. USA Norway various Japan, Taiwan Korea Greetings and best wishes from the IPMA Executive Board IPMA International Project Management Association

50. The IPMA Assessment Model for „Project Excellence“

51. Review IPMA PM Award Gala 2002

52. The winner takes it all IPMA Award Gala 2004 - Budapest !!!

53. Challenges to Project Managers of 21st century From To Infinite Finite Possibilities Resources Surplus Scarce Environment Static Dynamic Criteria Certainties Bounded Unbounded

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

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

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

57. “ In the human race, there is no finishing line” thank you for this opportunity It keeps on moving.