Project Coordinator

Roles of a Project Manager in Construction Planning Organizing Controlling Leading Communicating Cognitive functions Self management functions Motivational and personal development functions Customer awareness functions Organizational savvy functions Planning of Construction Project: First, the construction project manager clearly defines the project objectives and reaches agreement with the customer on this objective. The manager then communicate this objective to the project team in such a manner as to create a vision of what will constitute successful accomplishment of the objective. The construction project manager spearheads development of a plan to achieve the project objectives. By involving the project team in developing this plan, the project manager ensures more comprehensive plan than he or she could develop alone. Furthermore, such participation gains the commitment of the team to achieve the plan. The project manager reviews the plan with the customer to gain endorsement and then sets up the project management information system-either manual or computerized-for comparing actual progress to plan progress. It’s important that this system be explained to the project team so that the team can use it properly to manage the project. Organizing the Construction Project: Organizing in construction projects involves securing the appropriate resources to perform the work. First, the project must decide which tasks should be done in-house and which tasks should be done by labour contractors. For tasks that will be carried out in-house, the project manager gains a commitment from the specific people who will work on the project. For tasks that will be performed by labour contractors, the project manager clearly defines the work scope and deliverable and negotiates a contract with each labour contractor. The construction project manager also assigns responsibility and delegates’ authority to specific individuals or labour contractors for the various tasks, with the understanding that they will be accountable for the accomplishment of their tasks within the assigned budget and schedule. For large construction projects involving many individuals, the project manager may designate leaders for specific group of tasks. Finally, and most important, the task of organizing involves creating an environment in which the individuals are highly motivated to work together as a project team. Controlling the Construction Project: To control the construction project, the project manager implements a management information system designed to track actual progress and compare it with planned progress. Such a system helps the manager distinguish between busy
- ness and accomplishments. Project team members monitor the progress of their assigned tasks and regularly provide data on progress, schedule and cost. These data are supplemented by regular project review meetings. If actual progress falls behind planned progress or unexpected events occur the project manager takes immediate action. He or she obtains input and advice from team members regarding appropriate corrective actions and how to re plan those parts of the project. It’s important that problems and even potential problems, be identified early and action taken. The construction project manager cannot take a “let’s wait and see how things works out” approach
- things never works out on their own. He or she must intervene and be proactive, resolving problems before they become worse. Leading the Construction Project: Project manager fosters development of a common mission and vision to the team members. He should clearly define roles, responsibilities and performance expectations for all his team members. He uses leadership style appropriately to situation or stage of team development. He should be able to foster collaboration among team members. He should provide clear direction and priorities to his team members. He should be efficient enough to remove obstacles that hamper team progress, readiness or effectiveness. The construction project manager should promote team participation in problem solving and decision making as appropriate. He should pass credit on to team, and promotes their positive visibility to upper management. He should appreciate, promote and leverage the diversity within the team. Communication: The Project Manager should be able to communicate effectively with all levels inside and outside of the organizations. He should be able to negotiate fairly and effectively with the customers labour contractors. He should be able to bring conflicts into the open and manages it collaboratively and productively with the help of other team members. He should be able to able to influence without relying on coercive power or threats. He should be able to convey ideas and information clearly and concisely, both in writing and orally to all the team members. Cognitive Functions: The project manager should identify the problem and gathers information