| dc.description.abstract | This report is an attempt to impress on managers of
building projects the relevance and importance of the systems
approach to management in their field. To achieve this aim the
report has started by examining some common theoretical models
of management and their inherent shortcomings in the management
of complex problems such as building projects.
The complexity of building projects is demonstrated
throuqh a discussion of their resource markets which are found
to be highly differentiated yet interdependent. The building
process itself is made up of different activities which often
require different skills, materials and facilities. As a consequence,
a wide range of participants are involved in building projects.
This raises the need to coordinate their inputs.
The systems approach and its concepts which are most
relevant to building project management is discussed. Its place
in project management is illustrated with parallels drawn from
districts which form the case studies for the research. ~.
Among" the most important concepts discussed is the
environment. It is the framework of forces within which
construction activity takes place. The extent of the environment
of a project depends on its resources requirements. Various
aspects of the environment affect the execution of building
projects. The environment is usually turbulent and projects are
vulnerable to the turbulence. The functions of the managerial system of a project are considered in detail. They include the planning; securing and
bringing together various inputs in amounts and modes which best
suit the requirements of a project. It resolves disputes among
project participants and controls the interaction between the
project and its environment. In so doing the project is shielded
from harmful environmental effects while the environment is
protected from the harmful products of a project.
Two case studies reveal that project management in
districts is disjointed and suffers from technical, managerial, and
logistic problems. There is poor coordination between and among
participants and projects. Resources are not adequately planned
and controlled. Procedures are constrained by bureaucracy and
shortage of facilities. A major conclusion of the study is that the organization
structure within which building projects are managed is not
suitable for the tasks involved in building. The inappropriateness-is largely, the result of Iack of channels for speedy communciation
within the structure and the rigidity of the structure especially
with regard to the expenditure of authority.
The recommendations that are given aim to make the
authority structure more flexible to allow a faster rate of
discharging duties while at the same time disallowing wasteful
operations which result from poor planning and control. | en |
