What is Construction Management??

Theory of Construction Management

Construction management aims to undertake construction efficiently means achieving agreed objectives, which motivate those involved in construction. Agreed objectives and the measures used to manage actual performance should be explicitly agreed by all those involved in project.

Construction Management Strategy is a coordinated set of decisions which guide a construction project. The decisions aim to reduce the inherent difficulty of construction in ways which increase the chances of agreed objectives being achieved.

Construction Management Propositions

• Reduce the number of teams involved
  
• Improve the quality of relationships
• Reduce performance variability
• Reduce external interference
• Select teams competent in the technologies required by the project
• Ensure teams accept the agreed objectives
• Ensure teams are motivated to achieve agreed objectives
• Foster accurate communications between teams
• Minimise the effort needed to achieve accurate communications between teams
• Minimise the length and intensity of negotiations over the transactions which bring teams into the project organization
• Ensure teams regard the transactions as advantageous to themselves
• Minimise the resources teams devote to improving the terms of the transactions which brought them into the project organization

Construction Teams

It is a Formal group of individuals who work together on a permanent basis to undertake specialist construction and the essential machines and equipment that the team uses.The order of construction Team is as-

• Designers
• Managers
• Manufacturers
• Production specialists
• Commissioning specialists

Relationships between Construction Teams:-

Boundary relationships: behavior is guided by teams’ perception that they are parts of different organizations.

Internal relationships: behavior is guided by teams’ perception that they are parts of joint organizations.

Difficult Project

• Vague and incomplete brief
• Complex and incomplete designs
• Technologies outside the competence of local companies
• Complex, contradictory and incomplete plans
• Select numerous teams which lack the required skills, knowledge and equipment
• Boundary relationships used to defend individual interests
• Manufacturing requires components and materials outside the competence of available manufacturing companies
• Production uses inappropriate skills, knowledge and equipment and faces constant changes to the design
• Commissioning delivers an incomplete facility which fall far short of the brief