Measures of Central Tendency: Mean, Median and Mode
1 건설사업관리의 새로운 프론티어 adesh jain회장(ipma)
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
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
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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
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36. Construction will always remain an integral part of infrastructure for bettering society and economies
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
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
57. “ In the human race, there is no finishing line” thank you for this opportunity It keeps on moving.
Editor's Notes
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