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Project Management and Leadership Skills for Engineering and Construction Projects by Barry Benator and Albert Thumann | PDF Free Download.
A project can be defined as a large or important item of work, involving considerable expense, personnel, and equipment.
It is typically a one-time endeavor, with a specific result or end-state envisioned. Examples of projects in the engineering and construction fields could include the upgrade of a building’s heating,
ventilating, and air-conditioning system, the design and construction of a new building, relocation of a manufacturing plant, or a comprehensive energy audit.
A project is distinguished from ongoing business activities by several characteristics: Uniqueness.
A project is typically a specific mission (design and build a new building or plant, upgrade a computer installation)
as contrasted with ongoing business functions such as accounting, human resources, purchasing or manufacturing which are performed on a day-in, day-out basis, ideally with increasing productivity.
Duration. A project tends to be of finite duration with a defined start date and a planned completion date.
Day-to-day business functions such as human resources, information technology support, accounting, word processing are typically in place before a project starts and will continue after the project is concluded.
People. People assigned to a project may come from any part of an organization or from outside the organization, and depending on the scope and budget of the project,
may include engineering, construction, financial, scheduling, cost estimating and other professionals who can make the project a success.
When the project is completed, these professionals will likely move on to other projects or back into line functions within the organization.
A project also shares several characteristics with ongoing business activities: Budget. A project, like most line functions, has a budget.
Whatever the project is, the project manager will be responsible for managing his or her project to an on-time, technically sound result within the project budget.
People. A project is much more than engineering calculations or construction schedules. It involves people—nothing happens on a project without good people making it happen.
The project manager will be involved in some or all of these people functions of project management—selecting, training, coordinating, leading, coaching, rewarding, disciplining, and supporting.
A project manager deals with people all the time. If you are not willing to at least try to fulfill this responsibility, you should return his book now and get your money back.
If you enjoy working with people or are willing to try, this book will help you succeed. Relationships.
Related to the people aspect of project management is the project manager’s responsibility to manage relationships associated with the project.
Internally, these include the people in your company who are members of your project team, your boss, your peers and supporting departments within your own company.
Externally, they include your customer’s people associated with the project, as well as any subcontractors and vendors who may be associated with the project.
Is Project Management for you? Is this book for you? Do you take to the challenge of bringing together multiple and diverse resources to complete an engineering or construction project on-time, within-budget and to the customer ’s satisfaction?
Are you are a successful engineer or construction manager seeking overall project responsibility? Do you enjoy working with people and helping them succeed through teamwork?
Do you seek the professional opportunities and financial rewards of leading projects to successful conclusions?
If you answered yes to one or more of these questions, then this book is for you. It will give you, in straightforward and practical terms,
Information and guidance that will help you succeed in the real-world of engineering and construction project management. Let’s get started!
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