Project Management for Engineering and Cóntruction

A "Project" can be defined loosely as an item of work which

requires planning, organizing, the dedication of resources and the expendi-

ture of funds, in order to produce a concept, a product, or a plant. The

second edition of Project Management for Engineering and Construction

focuses on "Plant Projects," all of which require design engineering, the

purchase of materials, and their installation.

Almost all companies have personnel who are trained, skilled and

dedicated to the execution of their projects. The individuals who lead these

efforts are called project engineers and for project managers. Supporting

these project managers are such personnel as design engineers, procure-

ment personnel, contracts officers, estimators, cost engineers, planners,

construction managers and a variety of technical specialists.

In many cases, the type, size and complexity of projects vary

greatly and, therefore, the skills and experience of project engineers,

project managers and support personnel can, similarly, vary in capability.

The major factors which are essential for the successful execution

of projects are:

cost Management

Many projects have cost as the number one objective. This re-

quires the project to be completed within budgeted cost. Adequate busi-

ness skills of the project manager are essential to meet this objective.

- Time Management

To meet the "cost objective," the efficient management of time is

essential. This means that the predetermined schedule, upon which the

cost estimate was based, must be met.

Human Resources

Of all the resources required for plant projects, the people re-

sources are the most difficult to manage. Inter-personnel skills and the

effective motivation of people, at all levels, are essential for successful

project execution.

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