Running Head: Construction Management
[Name of Writer]
[Name of Institution]
- Produce a typical management structure for a small and large construction company. Evaluate how the size and structure of the companies may influence the way in which they are managed.
The UK construction industry is characterized by a number of small and large organizations. Approximately 70% of construction companies in the UK are small firms. A small engineering firm usually employs a team of 5-6 individuals. An experienced civil and structural engineer usually presides over the management functions (Palmer & London, 2002). The remaining individuals are quantity surveyors, cost engineers, and junior civil engineers. Small firms usually offer only specific services like designing and consultancy services. Subcontractors, vendors, and suppliers usually provide materials and labour for projects. Large construction firms in the United Kingdom integrate the various activities that are required for a construction project. A design team exists to create set of blueprints and drawings for the proposed construction project. Large firms use their own teams of architects, civil engineers, and structural engineers to complete projects. There is a separate project management team that is assigned for site supervision and management (Palmer & London, 2002). Construction companies in the United Kingdom operate on a highly centralized management structure. Large organizations have the expertise, resources, and work force to design and execute large projects. They enjoy control over all aspects of the project due to their expertise and resources. Small companies usually offer specific and unique services like architectural, engineering, and surveying facilities. Many construction companies are moving towards a decentralized management structure. Small firms interlink with each other and assist partners on various aspects of the project. This approach helps to ensure efficiency and effectiveness in the work environment. It leads to reduction of administrative and operational expenses.
- Describe the various roles and responsibilities of each member. Explain how the size and structure of the companies may influence people’s roles and responsibilities. Construction companies typically employed a senior and qualified civil engineer and project manager. This individual is responsible for organizing, planning, scheduling, and coordinating business activities. Large firms have teams of project managers that synchronize and harmonize their work activities. Small firms typically have a single project manager that is responsible for project planning, preparation, and execution. A design team exists in construction companies that comprise of civil engineers, architects, interior designers, and structural engineers. Architects and interior designers are responsible for the external structure of the project. They develop elegant building designs in order to ensure that the project reflects the desires of the customers. Civil and structural engineers make appropriate calculations about the foundation and internal structures of the project. The design team is responsible for creating project specifications according to customer needs and requirements. This aspect of the construction industry is important in the United Kingdom. The design team must have an adequate and competent knowledge of various engineering principles and procedures (Haris & McCaffer, 2006). The project implementation team involves project manager, contractors, subcontractors, and labour. This team is involved in the design and development of projects. It should be equipped with various competencies and skills that can be used to achieve proficiency and reliability. Large construction companies in the United Kingdom have huge number of employees. They have separate design and project management teams. They can successfully coordinate and integrate their work activities. The teams are provided with schedules that enable them to create a viable project plan. The project implementation team is ready to execute the project once the designs and specifications are complete. Small construction companies have staff members that must complete a variety of work activities (Haris & McCaffer, 2006). The project manager might also be responsible for designing project drawings and specifications. Further the small organization can be involved in a particular aspect of the project.
- With reference to the historical development of management, identify how those techniques are put in to practice.
Management has been emerging as an important paradigm for success of business organizations. The industrial revolution created the need for a management philosophy that boosted productivity and output. By the twentieth century, a new management paradigm emerged that called for looking after the requirements of the key stakeholders. The twenty first century has produced a set of new management techniques for proficiency and accuracy. Construction management in the twenty first century involves the creation of agile, flexible, and reliable business structures. Decentralization enables the work force to use creativity and innovation to resolve business problems. Further construction companies in the United Kingdom adopt a proactive management philosophy that enables them to anticipate changes in the environment. Management in the construction industry starts with making project bids. This process involves conducting an appraisal of organizational strengths and weaknesses. Once the project has been approved, the management seeks to ensure that all resources are available (Halpin, 2005). A special project plan is designed to meet the specifications and requirements of the clients. The construction company employs its labour and materials for completing the project. The project manager has monitoring and evaluation strategy to ensure that the project is completed as per schedule. Contingency plans are designed in order to respond to unforeseeable circumstances.
- Identify the most appropriate methods of planning, which may be used in the design and construction stages of a project.
Planning is an essential element of construction management because it enables the accomplishment of business objectives and targets. The first step in the planning process is to devise clear goals and targets. The management must be able to determine the requirements of the client. This can be achieved through a logical and practical approach. Time management is essential for the success of the project during the design and construction phases. Any client cannot make effective use of the facility during its construction phase. Therefore they desire to have it completed as soon as possible. An effective planning strategy should develop a reliable and appropriate schedule. The schedule will assist the project managers in identifying the targets and objectives. The resources that are required for the completion of project can also be identified using this strategy. Bar charts are a versatile planning tool that enables the management to monitor the project status. They interlink work activities with calendar days that make it an efficient and effective tool (Halpin, 2005). Complex project scheduling tools can be utilized depending upon the size of projects. Another effective planning strategy is to analyze the project policies, provisions, and requirements. The organization’s capabilities and resources should be synchronized with the project requirements. Planning can occur only if the project team is motivated and qualified to perform the work tasks. Personnel must possess the competencies and expertise to successfully execute project objectives and targets. Usually the planning process involves the project managers and site supervisors that demonstrate commitment and dedication towards project execution. Construction projects can succeed only if the organization has developed strong relationships with its subcontractors, vendors, and suppliers. Further the strategic partners must demonstrate a commitment towards reliability, efficiency, and effectiveness (Halpin, 2005).
- Describe what a site waste management plan is and how it is managed.
A site waste management plan ensures that construction materials are utilized in an efficient and effective manner. The purpose of the plan is to prevent waste products from affecting the construction site. SWNP has a number of benefits for the business organization. It can reduce time and increase business opportunities for the company. It helps to safeguard the environment in a responsible and accountable manner. SWNP assists the management in developing plans for prospective projects. A specific individual is assigned with the task of ensuring that SWNP is being implemented and executed (Ritz, 1994). The management conducts an appraisal about the categories of waste that has been created at the construction site. After that a number of strategies are implemented for successful management of waste products. The first strategy is to prevent the production of waste materials at the construction site. This can be achieved by assessing the affect of construction materials on the project site. The second strategy is to reduce or mitigate the amount of waste materials that is generated. This strategy uses a number of approaches and techniques in order to achieve excellent results. The third strategy for waste management is to re-use construction materials in a dynamic and vibrant manner. This is an approach that helps to ensure success of construction projects. Waste products can be recycled in a proficient and accurate manner. The final management strategy is to dispose waste materials in safe and secure manner (Ritz, 1994). A successful site waste management plan should use a combination of different approaches. An integrated strategy has a greater chance of success for the business establishment.
Palmer, Angela, London, Kerry, (2002). Construction management: new directions. Wiley-Blackwell.
Harris, Frank, McCaffer, Ronald, & Edum-Fotwe, Francis. (2006). Modern construction management. Wiley-Blackwell.
Halpin, Daniel. (2005). Construction management. John Wiley & Sons Inc.
Ritz, George. (1994). Total construction project management. McGraw-Hill Professional.