What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.
What are examples of construction project management?
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The process of finding quicker, simpler, and safer ways of achieving completion and handover is a continuous endeavor for both manufacturers and contractors alike. Offsite prefabrication of boiler plant rooms in the ICI (Industrial, Commercial, and Institutional) construction sector is not introduced to projects as often as it could be. The author examines the project benefits of using this engineering application.
Quality management, a well-established practice during the engineering and procurement phases of EPCM projects, has increasingly been adopted by construction companies as an initiative to solve quality problems and better meet the needs of final customers. The author explains the factors that affect the quality process, responsibilities of the chief participants and benefits to be realized.
Change orders are unavoidable in construction projects but they can be controlled and reduced by applying appropriate project planning tools and processes. In this study, the author focuses on the change order cost in a recently completed construction management at risk (CMR) project in order to examine the types of change orders, the magnitude and numbers of change orders, and conclude the lessons learned.
Productivity analysis of critical activities can provide a better tracking mechanism than a traditional bar chart and enable the user to devise a plan with respect to labor and cost. The author explains the stages of productivity analysis and illustrates with a case study involving the construction of a new building.
There are now more than 7 billion people in the world and that number is expected to jump to 9.4 billion in less than 40 years, according to the U.S. Census Bureau. As the population grows, so too does the mass migration from the countryside to cities, particularly in developing nations. This article discusses how project teams are re-imagining urban development to alleviate the massive strain on cities' infrastructure, construction, energy and IT demands.
A quality-driven program is essential to good project management. This article features the chairman of Tata Quality Management Services (Mumbai, India) discussing how his organization meets global standards for business excellence with a quality-driven program. It details the organization's use of the Tata Business Excellence Model (TBEM) across its companies to measure how each is performing. It then provides an example of Tata's approach to project management using its US$4.5 billion, 4,000-megawatt power plant project in Gujarat, India. The article also explores the organization's approach to innovation noting that intuition and entrepreneurship can take precedence over process. It examines how quality processes help companies better manage their projects. It concludes by suggesting ways companies can make quality part of their project management process.
As our look at this impressive project concludes, we find out more about what it was like working in the caissons and laying the foundation for the Brooklyn Bridge.
PMI 2011 Project of the Year: Value Engineering Delivers Renewable Water For $200 Million Below Budgetby
A drought-stricken city leverages value engineering to deliver a renewable water supply project a staggering $201 million below budget.
Learn about one of the most massive projects of them all, and the father-and-son project managers who made it happen.
The 800-mile Alaska Pipeline was a project without a plan or method. This remarkable story presents some valuable lessons from the biggest and most expensive private enterprise in American history.