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Project Management: A Case Study

2109 Words9 Pages

1.0.0. Introduction
In the perspective of project management, success or failure of project is assessed by checking if it is delivered within the deadlines, budgets and quality. At the same time, it has to achieve the mission and objectives, and meets the requirements expected from the stakeholders. Success or failure criteria changes from project to project depending on participants, scopes, project size, technological implications and many other factors (Jari, 2013).
The construction industry has been heavily criticized for its failure due to cost over runs, delay and unfulfilled project objectives. Therefore, it is important to study about factors that resulted in success or failure of a project and apply project management techniques to …show more content…

This type of funding is rejected, after an advance investigation and is discovered to have significant difficulties for the project to be carried out.
3.1.3. Construction Management
Construction management is where works are constructed by a number of trade contractors who are contracted to the client but managed by a construction manager who is appointed early as an agent for the client in administrating and coordinating the works contracts.
Construction management was chosen due to the following reasons (Auditor General, 2004):
- Commencing construction work before all detailed design is settled which saves time
- Early involvement of the contractor with the design team allow contribution to buildability of construction.
- Client control the design process to reduce chances of risk taking place since they would have to bear risk associated with work contract.
- Flexibility of making changes such as reorganizing or redesign of later packages, ease of changing individual non-performing trade package contractors Chart 1 shows Traditional model used in 1997. (Resources: Auditor General, 2004) Chart 2 shows Project organization since June 2000. (Resources: Auditor General, …show more content…

Trade contractor could bid with lowest price in order to win the bid as they are in control of pricing in subsequent design development. There is less incentive to compare pricing of material and labour in order to achieve favourable pricing unlike in a fixed price contract. The consultants who are being paid by percentage of construction cost benefit from project with high construction cost would less likely save cost. The project management and cost consultant were not able to actively manage and restrain the cost as they just merely monitor and accept the costing (Auditor General,

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