Clearly, the project manager's job is no longer confined to controlling events
within his or her own project organization. It is no longer sufficient to think
of project management as simply the monitoring of time and cost by planning,
scheduling and resource leveling, as many software programs might have us believe.
Nor even is it sufficient to include the many other organizational tasks of the
project manager, as leader of the project team.
Vitally important as all these things are, these are not sufficient for effective
and successful project management in today's dynamic world. What is equally important
- often more so to achieve a successful project outcome - is the need to track
the project's linkages to the external environment. This is especially true of
infra-structure projects which place emphasis on development and innovation and
must respond to increasingly rapid change.
The reason is simple. Every construction project exists for a purpose relating
to, and within, its surrounding environment. Therefore, its creation and implementation
must be responsive to its environment by maximizing the benefits, as far as possible,
to all the stakeholders, and minimizing the adverse impacts by deliberate mitigation.
Clearly, how the project manager works within the project environment can make
all the difference between the success of the project and its failure.
FICE, FEIC, FCSCE, FPMI