IntroductionToday both the public and private sectors are recognizing the construction management services as an effective and efficient method for the successful completion of construction projects. “Construction management is a professional services discipline applied to the planning, design and construction process” (Construction Management Association of America (Owner’s Guide), 5). According to CMAA “Construction Managers (CM) address the needs of projects and owners by providing management services and expertise tailored to project needs and independent of the chosen contract format or project delivery method. CMs apply and integrate comprehensive project controls to help manage the critical issues of time, cost, scope, quality and safety.
The construction manager can be a firm, a team of firms, or an individual” (Owner’s Guide, p 5-7). Review of LiteratureAttempts have been made by various researchers to study the various aspects of Construction Management. A brief review of literature has been done with a view to provide a synoptic view of their methodologies and findings. All the studies have been placed in chronological order. Managing Construction ProjectsThe site manager or project manager plays a crucial role in the construction industry.
Site manager not only monitors the progress of project but also oversee the administrative matters. A great deal of coordination, planning, and monitoring on the part of project manager is necessary in order to manage the goals of cost, quality and safety. The project manager must be aware of the changes within a project. Different studies have been carried out to know the factors influencing the performance of construction project managers. The findings of some of the relevant studies have been mentioned below: Mustapha & Naoum (1998) “identified the factors that influence the effectiveness of site managers.
The study examined the effect of personal variables, job conditions, project characteristics and organizational variables on the effectiveness of site managers. The study suggested that managerial effectiveness is mostly associated with the personal variables and job conditions. The research did not provide enough evidence to support the proposition that project characteristics such as building type, complexity and project duration have significant impact on managerial effectiveness”. Edum- Fotwe & McCaffer (2000) examined “how construction project managers can maintain their professional skills in a changing construction business environment.
The study identified the general knowledge and skill as key elements for developing project management competency”. Smithers and Walker (2000) investigated “the effect of the workplace environment on construction professionals. The study supported the hypothesis that the environment of a construction site does affect motivation and demotivation levels of site personnel. Specifically, several variables were significantly linked to this result, including long hours, chaos, non-recognition for work done and colleagues' aggressive management style”. Odusami et al (2003) studied “the effect of project leadership and team composition on performance of construction projects.
The study led to the conclusion that the project leader's professional qualification, his leadership style and team composition has significant effect on the project performance”. Styhre ( 2006) concluded that “the role of site manager should not be regarded as ‘‘creative’’ and ‘‘innovative’’ but the work of the site manager has been substantially redefined and today includes the responsibility for a significant amount of paperwork that site managers are only modestly interested in dealing with. The study suggested that a more critical view of project management practices would help to overcome this viewpoint”.