John, G A, Wardle, I and Fairhurst, D (2008) Enhancing the decision-making process of project managers in the built environment: An integrated approach. COBRA 2008 - RICS construction and building research conference . ISSN 978842194348
- Published Version
Official URL: http://www.rics.org/site/scripts/download_info.asp...
A study of the project manager’s (PM) function must be to examine: what their role is, their skills, and training needed. The project manager needs wide perspective regarding the classic management functions of control, coordination, communication, and the settling of performance standards. If the PM is a professional, their performance must be of the highest standard, and must be accountable for a high level of productivity. This is the project manager’s Achilles heel.
Another problem is the absence of feedback during the early stages through to completion of the project. During the project’s life the relative importance of their responsibilities may change several times, including the constant changing of the dynamic environment. The PM will aim for a balanced emphasis; they will try to be flexible so they can adapt to new circumstances as they occur. The PM needs tried and tested methods to aid his decision making. This paper posits an integrated development and use of methods such as; scenario planning, effectuation, and reflective thinking to enhance decision making. The paper concludes with potential benefits that this method brings to the PM when fully understood and tested in the application domain.
|Schools:||College of Science and Technology > School of Engineering|
|Deposited By:||Godfaurd Adjaie John|
|Deposited On:||11 Sep 2012 10:39|
|Last Modified:||17 May 2016 12:33|
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