MANAGEMENT

Management is the organizational process that includes strategic planning, setting;

objectives, managing resources, deploying the human and financial assets needed to
achieve objectives, and measuring results. Management also includes recording and
storing facts and information for later use or for others within the organization.
Management functions are not limited to managers and supervisors. Every member of
the organization has some management and reporting functions as part of their job.

The 4 basic management functions that make up the management process are
described in the following sections:

1. Planning
2. Organizing
3. Influencing
4. Controlling

Planning involves choosing tasks that must be performed to attain organizational

goals, outlining how the tasks must be performed, and indicating when they should be
performed. Planning activity focuses on attaining goals. Managers outline exactly what
organizations should do to be successful. Planning is concerned with the success of the
organization in the short term as well as in the long term.

Organizing can be thought of as assigning the tasks developed in the planning

stages, to various individuals or groups within the organization. Organizing is to create a
mechanism to put plans into action. People within the organization are given work
assignments that contribute to the companys goals. Tasks are organized so that the
output of each individual contributes to the success of departments, which, in turn,
contributes to the success of divisions, which ultimately contributes to the success of
the organization.

Influencing is also referred to as motivating, reading or directing. Influencing can

be defined as guiding the activities of organization members in his direction that helps
the organization move towards the fulfillment of the goals. The purpose of influencing is
to increase productivity. Human-oriented work situations usually generate higher levels
of production over the long term than do task oriented work situations because people
find the latter type distasteful.

Controlling is the following roles played by the manager:

1. Gather information that measures performance

2. Compare present performance to pre-established performance norms.
3. Determine the next action plan and modifications for meeting the desired
performance parameters.
PROJECT
A project in business and science is typically defined as a collaborative enterprise,
frequently involving research or design that is carefully planned to achieve a particular
aim. Projects can be further defined as temporary rather than permanent social
systems that are constituted by teams within or across organizations to accomplish
particular tasks under time constraints.

Project objectives define target status at the end of the project, reaching of which
is considered necessary for the achievement of planned benefits. The evaluation
(measurement) occurs at the project closure. However a continuous guard on the
project progress should be kept by monitoring and evaluating. It is also worth noting that
SMART is best applied for incremental type innovation projects. For radical type
projects it does not apply as well. Goals for such projects tend to be broad, qualitative,
stretch/unrealistic and success driven.

At school, educational institute and independent work project is involved in a

normal essay assignment. It requires students to undertake their own fact-finding and
analysis, either from library/internet research or from gathering data empirically. The
written report that comes from the project is usually in the form of a dissertation, which
will contain sections on the project's inception, analysis, findings and conclusions.... [3]

Engineering projects are, in many countries, specifically defined by legislation,

which requires that such projects should be carried out by registered engineers and/or
registered engineering companies. That is, companies with license to carry out such
works as design and construction of buildings, power plants, industrial facilities,
installation and erection of electrical grid networks, transportation infrastructure and the
like. The scope of the project is specified in a contract between the owner and the
engineering and construction parties. As a rule, an engineering project is broken down
into design and construction phases. The outputs of the design process are drawings,
calculations, and all other design documentation necessary to carry out the next phase.
The next phase would normally be sending the project plans to a developer who will
then help construct the plans (construction phase).

In project management a project consists of a temporary endeavor undertaken to

create a unique product, service or result.[4] Another definition is a management
environment that is created for the purpose of delivering one or more business products
according to a specified business case. Project objectives define target status at the
end of the project, reaching of which is considered necessary for the achievement of
planned benefits. The evaluation (measurement) occurs at the project closure. However
a continuous guard on the project progress should be kept by monitoring and
evaluating.
PROJECT MANAGER
A project manager is a professional in the field of project management. Project
managers can have the responsibility of the planning, execution and closing of
any project, typically relating to construction industry, architecture, computer
networking, telecommunications or software development. Many other fields in the
production, design and service industries also have project managers.
A project manager is the person responsible for accomplishing the stated project
objectives. Key project management responsibilities include creating clear and
attainable project objectives, building the project requirements, and managing the
constraints of the project management triangle, which are cost, time, scope, and quality.

A project manager is often a client representative and has to determine and

implement the exact needs of the client, based on knowledge of the firm they are
representing. A project manager is the bridging gap between the production team and
client. So s/he must have a fair knowledge of the industry they are in so that they are
capable of understanding and discussing the problems with either party. The ability to
adapt to the various internal procedures of the contracting party, and to form close links
with the nominated representatives, is essential in ensuring that the key issues of cost,
time, quality and above all, client satisfaction, can be realized.

The term and title 'project manager' has come to be used generically to describe
anyone given responsibility to complete a project. However, it is more properly used to
describe a person with full responsibility and the same level of authority required to
completing a project. If a person does not have high levels of both responsibility and
authority then they are better described as a project administrator,
coordinator, facilitator or expeditor.

Construction project managers in the past were individuals, who worked

in construction or supporting industries and were promoted to foreman. It was not until
the late 20th century that construction and Construction management became distinct
fields.

The project manager is accountable for ensuring that everyone on the team
knows and executes his or her role, feels empowered and supported in the role, knows
the roles of the other team members and acts upon the belief that those roles will be
performed. The specific responsibilities of the Project Manager may vary depending on
the industry, the company size, the company maturity, and the company culture.
BUILD OPERATE AND TRANSFER (B.O.T)
Build operate transfer is a form of project financing, wherein a private entity receives
a concession from the private or public sector to finance, design, construct, and operate
a facility stated in the concession contract. This enables the project proponent to
recover its investment, operating and maintenance expenses in the project. Due to the
long-term nature of the arrangement, the fees are usually raised during the concession
period. The rate of increase is often tied to a combination of internal and external
variables, allowing the proponent to reach a satisfactory internal rate of return for its
investment. In many instances, the government becomes the firm's only customer and
promises to purchase at least a predetermined amount of the project's output. This
ensures that the firm recoups its initial investment in a reasonable time span.
BOT finds extensive application in the infrastructure projects and in public
private partnership. In the BOT framework a third party, for example the public
administration, delegates to a private sector entity to design and build infrastructure and
to operate and maintain these facilities for a certain period. During this period the
private party has the responsibility to raise the finance for the project and is entitled to
retain all revenues generated by the project and is the owner of the regarded facility.
The facility will be then transferred to the public administration at the end of the
concession agreement, without any remuneration of the private entity involved.
A BOT Project (build operate transfer project) is typically used to develop a
discrete asset rather than a whole network and is generally entirely new or green field in
nature (although refurbishment may be involved). In a BOT Project the project company
or operator generally obtains its revenues through a fee charged to the utility/
government rather than tariffs charged to consumers. A number of projects are called
concessions, such as toll road projects, which are new build and have a number of
similarities to BOTs.

In general, a project is financially viable for the private entity if the revenues
generated by the project cover its cost and provide sufficient return on investment. On
the other hand, the viability of the project for the host government depends on its
efficiency in comparison with the economics of financing the project with public funds.
Even if the host government could borrow money on better conditions compared to that
of the public sector, other factors could offset this particular advantage. For example,
the expertise and efficiency that the private entity is expected to bring as well as the risk
transfer. Therefore the private entity bears a substantial part of the risk.
TURN KEY
A turnkey contract is a business arrangement in which a project is delivered in a
completed state. Rather than contracting with an owner to develop a project in stages,
the developer is hired to finish the entire project without owner input. The builder or
developer is separate from the final owner or operator, and the project is turned over
only once it is fully operational. In effect, the developer is finishing the project and
turning the key over to the new owner.

This type of arrangement is commonly used for construction projects ranging

from single buildings to large-scale developments. Under a traditional lump-
sum contract, the owner agrees to pay the developer to complete a project that is built
to the owner's specifications. The owner is given many opportunities to make decisions
throughout the project, and to make changes as needed. In a turnkey contract, the
owner is generally left out of the building process entirely as the developer handles all
decisions and problems related to construction.

A turnkey contract may also be used in the residential home building industry.
With a turnkey agreement, a builder or developer completes both the construction and
the finishes in the home before turning it over to the homeowner. The homeowner is
often offered a chance to select finishes, including curtains, paint colors and carpeting.

Turnkey contracts offer many advantages over traditional building contracts.

Because the developer still owns the building until the project is complete, he has
financial motivation to complete the job as quickly and efficiently as possible.
A turnkey contract also provides more time for an owner to seek financing and investors
before he is required to pay for a completed project. These agreements also save
inexperienced owners from making difficult construction decisions, leaving these
decisions in the hands of the developer or builder.

Before choosing a turnkey contract for your project, it's important to understand
the potential drawbacks of this type of agreement. The primary drawback is the lack of
control the owner maintains over design and construction decisions. For some owners,
this may mean the project is not perfectly suited to their needs once it is complete. For
others, this drawback may be canceled out by the potential for cost savings and shorter
construction schedules.

Some owners may choose a turnkey-plus contract, which leaves the developer
with some financial long-term interest in the project. For example, a builder will
construct a retail establishment for an owner, and the builder will receive a percentage
of the gross receipts for a specific period of time. This may encourage the builder or
developer to make construction decisions based on the long-term needs of the project,
rather than just the short-term decisions needed to get the job done.
DESIGN AND BUILD
Design and build is a project delivery system used in the construction industry. It is a
method to deliver a project in which the design and construction services are contracted
by a single entity known as the designbuilder or designbuild contractor. Design and
build relies on a single point of responsibility contract and is used to minimize risks for
the project owner and to reduce the delivery schedule by overlapping the design phase
and construction phase of a project.

The design builder is often a general contractor, but in many cases a project is
led by a design professional such as architect, engineer, architectural technologist or
other professional designers. Some design and build firms employ professionals from
both the design and construction sector. Where the design builder is a general
contractor, the designers are typically retained directly by the contractor. Partnership or
a joint venture between a design firm and a construction firm may be created on a long
term basis or for one project only.

The traditional approach for construction projects consists of the appointment of

a designer on one side, and the appointment of a contractor on the other side. The
design and build procurement route changes the traditional sequence of work. It
answers the client's wishes for a single-point of responsibility in an attempt to reduce
risks and overall costs. It is now commonly used in many countries and forms of
contracts are widely available.
TRADITIONAL CONTRACT
A traditional contract, sometimes referred to as design bid build, is a contract between
a client and a contractor for the construction of a fully designed project. This remains
the most commonly used method of procurement.

The client first appoints consultants to design the project in detail, and then
prepare tender documentation, including drawings, work schedules and bills of
quantities. Contractors are then invited to submit tenders for the construction of the
project, usually on a single-stage, competitive basis. The contractor has no
responsibility for any design, other than temporary works (although some
traditional contracts do provide for the contractor to design specific parts of the works).

Typically, the client retains the design consultants during the construction phase
to prepare any additional design information that may be required, to review any
designs that might be prepared by the contractor, and to inspect the works. Normally,
one consultant (often, but not necessarily, the architect) will be appointed to administer
the contract.

Traditional construction contracts are most commonly lump-sum contracts,

however, measurement contracts and cost reimbursement contracts can also be used
for traditional projects where design and construction are separate, sequential
activities.

This form of procurement is suitable for both experienced and

inexperienced clients. Fully developing the design before tender gives
the client certainty about design quality and cost, but it can be slower than other forms
of contracting, and as the contractor is appointed only once the design is complete, they
are not able to help improve the build ability and packaging of proposals as they
develop.

It is considered to be a low risk method of contracting for the client, as

the contractor takes the financial risk for construction. However, if design information is
incomplete at tender, or if significant variations are required after the contractor has
been appointed, the cost to the client can be significant. Because of this, and because
of the separation of design and construction, traditional procurement can be seen as
adversarial.

Types of traditional/conventional contract

1. Lump Sum Contracts

2. Measurement Contracts
3. Cost reimbursement Contracts
REFERENCES
http://www.businessdictionary.com/definition/management.html

http://uncw.edu/career/management.html

http://www.cs.odu.edu/~cs410/whatisaproject.htm

http://www.businessdictionary.com/definition/project.html

http://www.pmi.org/About-Us/About-Us-Who-are-Project-Managers.aspx

https://nationalcareersservice.direct.gov.uk/advice/planning/jobprofiles/Pages/projectmanager.aspx

http://www.investopedia.com/terms/b/botcontract.asp

http://wiki.answers.com/Q/What_is_a_turnkey_contract

https://en.wikipedia.org/wiki/Design%E2%80%93build

http://www.designingbuildings.co.uk/wiki/Traditional_contract

http://www.jctltd.co.uk/traditional-procurement.aspx