• International conference on construction engineering and project management
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• 2009.05a
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• pp.345-353
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• 2009

The success and failure of any project depends upon many factors, the Project Manager is considered to be the key contributor to the success of any project, as well as a guide to the team members to achieve the client satisfaction (Cost, Time and Quality). Therefore the main aim of this paper is to provide a practical approach for understanding the importance of the Project Manager and his effectiveness to the success of the construction projects. In addition, the Project Manager's roles, responsibilities and duties have direct impact to the success of the construction projects. In order to identify the thoughts and opinion of the construction industry on this particular assertion, a quantitative study was carried out within the UK construction industry. The result of the study shows that there is an extremely strong correlation between the Project Manager and the success of the construction projects. In construction projects the Project Manager is considered to be one of the most important people who can lead and drive the projects in the right direction and conclude construction projects successfully. Moreover, these can play the most important role regarding the improvement of the organization's performance, the organization's profitability and the client's satisfaction. The research confirmed that the Project Manager is a very essential element to the success of the construction project and have an impact at every stage of the construction project. So it concluded that selection of a Project Manager should be carefully done with regard to experience, knowledge, power/authority and good understanding to the kind of the project.

• Journal of the Korea Institute of Building Construction
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• v.11 no.2
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• pp.200-207
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• 2011

Construction management services have been adopted for more than a decade and are continuously growing; however, the advantages of utilizing a construction management service are still not quite clear, regardless of many arguments can be made in their favor. The construction manager, as a coordinator, is supposed to smoothly facilitate the project teamwork in order to deliver a profitable and satisfactory project, not only for the owner's interests but also for the success of all project participants. This study has focused on the teamwork supports a construction manager can provide during project operations. This study developed a benchmarking tool to assess the construction manager's role in terms of its project teamwork supports, by utilizing the evaluation model and several case studies. In addition, this study also attempted to set the industry average and higher performance so that both the owner and the construction manager can self-assess, and more importantly, can improve project operation. The actual implementation of the benchmarking tool into on-going projects can allow the construction manager to understand the current operation and to make a better project process through teamwork.

• Journal of the Korea Institute of Building Construction
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• v.12 no.1
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• pp.31-41
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• 2012

In construction, the outcome of work depends on the leadership of the project manager, and as a result this has been emerging as an important factor. The purpose of this study is to analyze the main elements of leadership that are essential for project managers, and to rank these elements in order of importance. In this study, leadership and its elements are reviewed through reviewing the literature, and the main elements and their relative importance for project managers were analyzed through questionnaire survey of project managers, contractor engineers, and subcontractor engineers. Through this survey, it was found that the project manager's leadership had a significant influence on the success of a construction project, and this study revealed that the key elements of leadership for project manager could be ranked in the order of resolution, responsibility, and reliance.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1564-1569
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• 2009

Project managers play a key role in cost, time, and quality of a project. Selection of an appropriate project manager, therefore, is considered as one of the most important decisions in any construction project. It should be noted that most important decision makings are carried out by the project manager throughout the project. Traditionally, project manager selection in construction companies in Iran is through organizing an interview with candidates and selecting the most appropriate choice in accordance with the capabilities, potentials and individual specifications coupled with the requirements of the project. In the same direction, organizing interview on selection of appropriate candidate is usually carried out by senior managers of companies. Determination of the most important criteria for selection of project managers and also identification of significance coefficient of each criterion can highly help senior managers of companies to make sound selection decisions. In this paper, a numerical model has been considered for determination of significance of each criterion, details of which are submitted for selection of project manager in Iranian petrochemical, oil and gas sector companies. For this reason, all criteria- considered by senior managers of the companies under study- are first determined. Then, information obtained through 38 interviews, conducted by senior managers of the mentioned companies while selecting project manager, is analyzed. Significant coefficient of each criterion is calculated through the accumulated data using fuzzy curves method.

• Journal of the Architectural Institute of Korea Structure & Construction
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• v.34 no.3
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• pp.77-86
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• 2018

Recently, Korean construction industry is moving from quantitative growth to qualitative growth. Among the changes in the construction industry, the competency of the project manager who represents the construction project as well as the construction company has been referred to as a factor that effects qualitative growth. This research utilized previous research analysis and expert interview in order to extract essential competency factors of a construction project manager. DEMATEL method was utilized to analyze the quantitative and objective causal relationship between the competency factors. The causal relationship of the competency factors were visualized through Digraph (directed graph) and competency areas of the project manager that requires strengthening were also suggested. Analysis result showed that the important competency categories of a project manager were Internal & External Communication, Project Management Body of Knowledge, and Inspirational Leadership. The analysis results of this research can be utilized in developing competency enhancement method for future project managers and as a basic data in developing an education program.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.183-187
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• 2015

The Risk Management (RM) is applied for managing uncertainty of project. In this circumstance, the competences of RM have a direct effect on the performance of its application. Especially, as the RM, one of the project management areas, is a peopleoriented management field, the individual behavioral competences are significant for a risk manager. Therefore, this paper describes the development of individual behavioral competences for construction project risk manager. For this, the research classifies the individual behavioral competences of RM. And, the Exploratory Factor Analysis (EFA) are applied to verify a validity of the competences. Likewise, a reliability analysis using Cronbach's alpha values is performed to test internal consistency. Based on the results, the authors carry out the Focus Group Interview (FGI) on expert panels of construction RM to confirm the hierarchical model of the individual behavioral competences. It is concluded that the proposed hierarchical model of individual behavioral competences helps construction companies to diagnose the competences of their project risk manager for progressing.

• Journal of Construction Engineering and Project Management
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• v.2 no.3
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• pp.8-16
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• 2012

After the 2008 global financial crisis, the construction environment in South Korea continued change in the construction environment. Construction orders in 2011 have shown a downward trend compared with the previous year. Along with these changes in the construction market, the professional capabilities of construction project managers that are perceived as important also changed after the global financial crisis. Accordingly, this study was conducted to identify the major business capabilities of the current construction project managers and to determine which of these capabilities have undergone changes in terms of the importance accorded to them after the global financial crisis, and ultimately, to derive the construction project manager capability areas that need to be strengthened according to the changes in the construction environment. The capabilities of construction project managers were surveyed at two different time points: in 2007 and in 2010. The results show that the year 2010, after the global financial crisis, an increase in the perceived important capabilities of construction project managers compared with 2007. This results the impact of the changes in the construction environment on the importance of construction project managers. This study derived the ramifications of the early identification of systems and prospects according to the changes in the construction circumstances on more efficient onsite and human resources management, by considering the appropriate capabilities of the construction project managers.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2016.05a
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• pp.60-61
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• 2016

The specialty of Construction Manager's work is largely depends on the project progress stage and the type of management work. However, at present, career management system manages only the type and duration of the construction project, disregarding specialty and competence. However, in order to select a right construction manager for the client's needs or project characteristics, career management should be subdivided and managed according to the project progress stages or the types of management. In addition, this career management plan is essential for construction managers to receive appropriate wages for their careers and competences. Therefore, this study proposes a classification system for the integration of career, work, and competency to promote effective career management.

• Journal of the Architectural Institute of Korea Structure & Construction
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• v.36 no.3
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• pp.129-134
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• 2020

The current evaluation time period for the construction management service is the project completion or after project completion. Therefore, the construction manager has the following problems. First, it is difficult to prepare the evaluation due to the new field movement of the existing participating engineer. Next, the CM work is complex as well as extensive. Therefore, the critical success factors of the construction technology services evaluation are required as a systematic performance standard of CM work. In this study, we extracted the critical success factors that can systematically prepare the evaluation from the early stage of the project through in - depth interviews with experts. And, this study was analyze the priority of each factor by using AHP technique. As a result, the most important factors were related to the systemization of the preparation process, the construction manager work capabilities and practical construction management. And the priorities of all factors were analyzed high in the factors suggested by the owner groups. The results of this analysis are expected to provide the standards that construction management service performer carry out structured management of construction management throughout the project.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.1035-1043
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• 2020

Project manager plays a very important role in the success of any project. The primary duty of the project manager is to combine the outcomes or results of the various processes and activities of project management into a systematic project management strategy or plan for the project. In the construction industry, a lack of motivation is an urgent problem for many project managers in construction and engineering projects. Lack of motivation affects the quality and productivity of jobs, reducing profits and growth for companies, businesses, contractors or organizations that rely on human resources. The reasons for this lack of motivation are diverse ranging from salary to culture to life and working environment, among others. Through surveys and data analysis using Cronbach's Alpha reliability and EFA (Exploratory Factor Analysis), our research scaled the factors affecting work motivation of project managers in the construction industry in Vietnam. The research results identified six major groups of relevant factors including (i) salary and benefits, (ii) work environment, (iii) promotion opportunities, (iv) organizational culture, (v) interest in the job, and (vi) relationship with the organization. From there, this paper contributed useful information as well as measures for businesses, companies, contractors or organizations in the construction industry.