Internal Uncertainties In Project Management

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2.2.1 Attended dynamics:

Project management typically establishes a programs and the sequencing of activities for any project that are to be undertaken and should be studied before the planning of project. Then these activities are designed dynamically so as to implement in the management and project. Some of the attended dynamics are explained below:

1. Decision-making: decision making is one the most crucial and critical task in the dynamic management and they are the result from a large number of specialists, experienced contractors and senior management and others who involved in the project process(P.E.D. Love, Holt, Shen, Li, & Irani, 2002). They are interrelated with project organization and other works that are involved in project,
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Project-related uncertainties: it includes the condition of location, changes in the contract, dynamic durations for activities, unexpected costs, uneven technical complexities, and resources availability and limitations.
2. Organization-related uncertainties: different project stages require different techniques and skills related with different contributors and resources. Participants of project may vary through the construction process.
3. Finance-related uncertainties: the financial capability/policies of a company may vary from time to time depending on the market value, market inflation and other changes. The changed financial status of any party within the project team can affect, or in the extreme even jeopardize, the project’s expected outcome.
4. Interest-related conflicts: although all project participants may appear to desire realization of project goals, the interactive constraints and interests among the disciplines may often give rise to conflict. Which can effect on the process of co-operation among them in dealing with changes and affect
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Government-related uncertainties: In general the acts passed by government may be very costly to a client. The impact from a change in regulation can also affect the contractor’s profitability with respect to the act passed and the profit expected from project. For example, the enforcement of noise control policy may require the use of pneumatic plant in the installation and operations of piles rather than the application of percussive plant. As a consequence any extra costs will be either borne by the contractor and often by the subcontractor or passed on to the client. Furthermore, changes in taxation and interest rates can affect a project’s financial viability or its planning and execution.(P.E.D. Love et al.,

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