The complexity of being a construction manager is staggering. There are a myriad of variables to consider. Gaining on a project, and taking it to where it is needed, is a daunting task. In most of the cases, the construction manager will assist in, or even lead, a construction team. This is when the skill set required to be a construction manager encompasses a plethora of varying tasks, and decisions. Being able to move from one phase to another takes finesse. The level of skill in this art, and understanding how to perform specific tasks within the construction industry, is the difference between a successful and unsuccessful construction manager. As outlined on a prince2 foundation course online elearning.
Specific Five Phases as Servant Leadership
Background
According to a study conducted by the Project Management Institute, only one third of project managers are trained in a management role, while the other two thirds receive training in organizational, process and problem solving skills. Only about forty percent of all professional project managers have a formal degree. Therefore, a manager can have an extensive amount of technical skills in areas like budgeting, cost control, schedule management, quality management, and communications, but not necessarily be properly trained to function as a manager. Managers must also have the laterinky grey matter to successfully navigate through different phases of the project. When “what you see is what you get,” the right decisions must be made regarding finding the right people, setting the right goals; being responsive to changes and adjustments needed to meet stakeholder needs; and creating project teams of the appropriate people for the project. All of these tasks require skill sets and expertise.
Primary Duties of Today’s Leader
The role of a construction manager in complex construction projects is made all the more difficult due to the lack of any of the skills that exist within a member of the project management team. The construction manager has to play many roles on a project, making decisions on which projects to work on, how many to work on, and what project to focus on.
Primary Project Duties
The task because of the misunderstanding dismissal of project function Columbia concerned medias including project time management. Much of the work revolved around coordinating schedule development (pitching the mantra “one touch”), meeting with key personnel and consulting with executive prestige.
Project team
The construction manager must also oversee the construction process of the organization, ensuring proper business continuity of the client (if a client is not a corporation, it is a human being), making sure on-time delivery and getting all documents and paperwork stipulated in the log sheets or resolution forms.
The construction manager must say “Thanks, I appreciate your help and time” and “Hope your team meetings go well.” This is the most important communication strategy a construction manager can do, and a major part of their responsibility to the organization.
As a corporate leader, a construction manager is very much like a supervisor. Unfortunately, the construction industry, unlike corporate affairs, requires a more informal approach. Construction projects are usually more hands on than projects within corporations. Often a construction team of project managers work alongside each other with great pride and care.
The construction manager must take care of the following three tasks in the most effective manner. Quality Control, Technical Review, Team Building
Quality ControlCompetence and quality of speaks highly of the company and its foundation process. The construction manager needs to ensure that all work at a construction site be monitored rigorously and that all processes are meticulous and followed precisely until the requirements are satisfied. In order to encounter such spooky goals the construction manager needs to develop quality control by proper measuring, analysis, and documenting of all activities. He must also make sure for proof of quality through re-tendering and re- bassing.
Technical Review
Technical review is the process in construction management of understanding, implementing, and motivating work behaviors, equipment content, and motivation. The construction manager should review and approve of any changes in the forms being used to evaluate budgets, as well as conduct site visits that are needed. The manager is responsible for the quality of the final product and must figure out the concept of quality.
