A Scope Discussion on<br />Construction and Management of Projects and Ethical Conflicts<br />Dr. James J. Yarmus, F.NSPE,...
2<br />Learning Objectives:<br />Understanding Role of Ethics in Construction Management<br />Ethics in Construction Manag...
Ethical Conflicts in Design<br />3<br /><ul><li>Identifying and Incorporating constraints
Defining  Resources
Construction Management often ends when the project construction is complete. Project Management defines  derived success ...
Goals include  improving quality, reducing costs and reducing time requirements to completion (triple  constraint).  Can e...
Construction Management techniques  include the  design of methods for achieving a comprehensive process of planning, dire...
Gen. Construction  tends to be lump sum based
Meeting the Owner’s needs is a basic premise
Designs must be   Specific</li></ul>Measurable<br />Achievable <br />Realistic <br />Time Bound                 <br />
Additional categories in CM designs<br />6<br /><ul><li>CM design is dynamic and adaptive all the time
Standardizing provides ease in measuring
Non-standard portions prone to ethical conflicts
Planning and scheduling identify ethics issues
Identifying activities, levels of detail, predecessor and successor activities, milestones and gateways to completion of e...
Ethics guides the range of potential risks and actions
Defines the extent of mandated contingencies
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Project Management, Design, Construction Management And Ethics For Professional Engineers

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Professional Engineers share ethical values with associated professions

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Project Management, Design, Construction Management And Ethics For Professional Engineers

  1. 1. A Scope Discussion on<br />Construction and Management of Projects and Ethical Conflicts<br />Dr. James J. Yarmus, F.NSPE, F.ASCE<br />President, NYSSPE, 2009-2010<br />1<br />Project Management, Design, Construction Management and Ethics for Professionals<br />
  2. 2. 2<br />Learning Objectives:<br />Understanding Role of Ethics in Construction Management<br />Ethics in Construction Management and Project Management<br />Understanding the S.M.A.R.T. and parameters of CM<br />Designing a Work Breakdown Structure Ethically<br />Designing Monitoring Systems for Design, CM, Ethics<br />Scope of Quality Control as seen from an Ethics Perspective<br />Overview of Risk Management through ethics measures<br />Future Steps for Ethics in Construction Management<br />
  3. 3. Ethical Conflicts in Design<br />3<br /><ul><li>Identifying and Incorporating constraints
  4. 4. Defining Resources
  5. 5. Construction Management often ends when the project construction is complete. Project Management defines derived success dimensions for the firm. Who determines end?
  6. 6. Goals include improving quality, reducing costs and reducing time requirements to completion (triple constraint). Can ethics be a problem?</li></li></ul><li>Differentiating CM and PM<br />4<br /><ul><li>Project Management is the science of directing & coordinating human and material resources through the life of a project using techniques that achieve the objectives of scope, cost, time, quality & participation.
  7. 7. Construction Management techniques include the design of methods for achieving a comprehensive process of planning, directing, and monitoring of construction activities from inception to completion in order to meet the quality and safety goals of a project.</li></li></ul><li>Ethics in the Design of CM<br />5<br /><ul><li>Heavy Construction tends to be unit price based
  8. 8. Gen. Construction tends to be lump sum based
  9. 9. Meeting the Owner’s needs is a basic premise
  10. 10. Designs must be Specific</li></ul>Measurable<br />Achievable <br />Realistic <br />Time Bound <br />
  11. 11. Additional categories in CM designs<br />6<br /><ul><li>CM design is dynamic and adaptive all the time
  12. 12. Standardizing provides ease in measuring
  13. 13. Non-standard portions prone to ethical conflicts
  14. 14. Planning and scheduling identify ethics issues
  15. 15. Identifying activities, levels of detail, predecessor and successor activities, milestones and gateways to completion of each of the groupings, use a Work Breakdown Structure (WBS). </li></li></ul><li>Designing a Work Breakdown Structure Ethically<br />7<br /><ul><li>Assists in identifying levels of resources needed
  16. 16. Ethics guides the range of potential risks and actions
  17. 17. Defines the extent of mandated contingencies
  18. 18. Known unknowns and Unknown unknowns
  19. 19. Parties who must accept the WBS include the Owner, the Contractor (s), the Design Professionals (s), the Stakeholders, the Interested Parties and the Public. Ethics violations possible.
  20. 20. Who the Owner is may define the Design of CM
  21. 21. Who the Owner hires can affect the Design of CM
  22. 22. Who the Owner is defines the Ethics framework</li></li></ul><li>Ethical Design Considerations<br />8<br /><ul><li>Design Build Companies can design CM systems
  23. 23. Construction Managers should emphasize ethics
  24. 24. The size of the project defines acceptable designs
  25. 25. The present day Construction Manager is expected to be the a jack of many trades and also a master of all
  26. 26. Start Design by defining Construction Techniques
  27. 27. Identify qualitative issues: Contracts, Liabilities, Safety, Public Outreach, Environmental Effects and Mitigation measures, and Organizational Issues from Bidding through Commissioning and ethics monitoring systems.</li></li></ul><li>Ethics in the Monitoring Systems<br />9<br /><ul><li>Control systems result from monitoring needs
  28. 28. Main Issues typically are Time, Costs, and Quality
  29. 29. Sequence is frequently: WBS, Time Plan including Bar Graphs, Critical Path, Resource Allocation, Cash Flow
  30. 30. Cash Flow milestones evolve when time plan is sufficiently developed to generate valuations.
  31. 31. Control of Costs include scope thresholds for change orders, accountability levels for field and office staff, and identifying responsibility and authority issues.
  32. 32. The formula: Accountability=Responsibility + Authority</li></li></ul><li>Scope of Quality Control Issues<br />10<br /><ul><li>Labor Relations Mechanisms such as Prevailing Wage Agreements, Project Labor Agreements, Gating Sites
  33. 33. Conflict Resolution, Arbitration, Next Steps plan
  34. 34. Ethics, Quality in a Project with Labor conflicts?
  35. 35. Quality Assurance, Quality Compliance, Safety Plans, Gateways to Proceed, Approval of Alternates, Supply Chain Management, International Standards Organization (ISO), are also elements of Ethics.
  36. 36. Include third party quality controls, client feedback, Team Training, OSHA early plans and documentation.</li></li></ul><li>Risk Management in CM Design<br />11<br /><ul><li>Design for Specific Project Risks depends on many variables, including the following:
  37. 37. Private owner, government, authority style agency, consultancies, contracting method, delivery methods, communications, contingencies, extent of ethical training & transparency, environmental risks, historical risks, type of contract, change order management, geographical, demographical effects and many more.
  38. 38. Cultural effects can also affect the chain of command, type of contract and dependency on human elements, especially for international projects and multiphasing.</li></li></ul><li>Questions, Answers and Feedback<br />12<br />If Engineers want certainty and Managers establish controls, constraints and resource availability, is ethics in the design of construction management systems possible?<br />If Managers tend to embrace risk and uncertainty differently than Engineers, will a danger emerge that Engineers generate illusions of certainty based on our analytical skill sets? Do we suffer later in the project? Why not make ethics part of it?<br />Can Professionals sustain blame for decisions and circumstances that we could not possibly control?<br />How would you avoid conflicts in the design of CM?<br />Sharing War Stories. What would you do differently?<br />
  39. 39. Next Steps in Construction Management<br />13<br /><ul><li>What do you see as an improvement:
  40. 40. Software Developments since the 1980s?
  41. 41. Conflict Resolution Techniques?
  42. 42. Including ethics training?
  43. 43. Improvements in Communications?
  44. 44. Project Labor Agreements?
  45. 45. Progress in Risk Management Techniques?
  46. 46. Better Standards from The Department of State (ICC)?
  47. 47. University Courses or Degrees in CM?
  48. 48. Better Coop Programs, Training of Interns?</li></li></ul><li>Credit for PE Work<br />14<br />Examples of Cases Emphasizing Ethics<br />
  49. 49. Work of Another Client<br />15<br />Example 2<br />
  50. 50. Fire Code Compliance<br />16<br />Example 3<br />
  51. 51. 17<br />Thank you for attending our lecture<br />Dr. James J. Yarmus, F.NSPE, F.ASCE<br />646-340-8500<br />drjamesjyarmus@yarmusconsulting.com<br />

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