Management and the Principal Parties
The principal parties to a building project and their respective interests
may be identified as follows:
- The "Owner as Sponsor" anxious to maximize return on investment,
perhaps at the expense of operational costs
- The "Owner as Operator" anxious to minimize operating costs, perhaps
at the expense of initial capital costs
- The "Designer" anxious to provide a good design service and build
a reputation for future work, perhaps by creating a "professional image"
in the final building
- The "Constructor" anxious to maximize profit, especially if severe
market competition has resulted in tight firm-price margins
- The "Project Manager" anxious to set the stage for a successful
project implementation through efficient management.
These relationships must be managed just as positively as the technical aspects
of the project. Thus the objective of project management may be said to be the
achievement of predetermined specifics within given targets of quality, time,
cost, and client satisfaction. A successful project is therefore one which is
perceived as having achieved satisfactory trade-offs within these parameters.
Management in the project context means to plan, organize, execute, monitor
against the plan and then control by taking corrective action. Or in simpler terms:
"To direct by saying what you are going to do before you do it." This
provides an opportunity to modify your actions at minimum cost and maximum effect.
Provided always, of course, that this does lead to procrastination beyond the
period of opportunity for effective action!
It must be understood that this approach is particularly sensitive amongst
team members during the development stage of the project when its functional design
is being determined. Professionals understandably do not like to feel that they
are being restricted in their professional judgment, second guessed or criticized.
Cautious but candid, constant and complete communication between all members of
the project team is therefore essential.