The efficient and effective management of a project's operations and activities require clear understanding of the overall strategic objectives of the organization. This paper seeks to demonstrate the significance of facility administration and facility finance management in the transformation process of a construction project.
There is no doubt that the work of a builder is essentially technical, especially in deciding on how particular tasks should be tackled. As such, a construction project must always be tailored along clear vision and understanding of what the project management team is setting out to achieve. However, this is not as easy to implement as it is to plan, especially in such circumstances where project managers enjoy high levels of autonomy.
[...] (2004). The facility manager's guide to finance and budgeting. AMACOM Div American Management Assn. Ghattas, R.G. (2004). Practical project management. Pearson Education Limited. Lock, D. (1993). Project management. Gower. Miller R.W. (1962). to control and plan with PERT”. Harvard Business Review Nokes, [...]
[...] The project manager shoulders the oversight responsibility for the construction project and thus, holds the key to administrative and managerial successes of the construction project. The project manager can only meet the challenges of completing the construction project within the set schedule and projected budget by observing the planning and control limits in addition to directing the activities of the subordinate supervisors, foremen and technical personnel. As such, the facility manager must demonstrate initiative in the daily operational activities of the project by coordinating project priorities, observing strict schedule guidelines cutting costs on both the capital and operational budgets. [...]
[...] As such, the construction project manager should ensure that all the project inputs are not only of high standards, but also affordable. The globalize markets have made the sourcing of quality construction resources from anywhere in the world at the best rates. As Ghattas (2004) noted, a project which fails to adapt to new trends of globalization risks losing competitive advantage. Other aspects of cost control include hiring of temporary employees for the short term labor intensive phases of the construction. [...]
[...] It is through such innovative communication channels that efficiency can be continuously achieved in the internal administration and operations of a construction project (Ghattas, 2004). The deployment of technological innovations in organizational communication for the construction project has facilitated efficiency and effectiveness, thereby enabling the redeployment of key resources to core activities of the project. The management teams of construction projects can further achieve increased worker output by recognizing the best performing employees through rewards such as bonuses and promotion. [...]
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