1.

Project Development

Scoping Conceptual Completion

Construction Phase
Management
Construction Phase
Planning Controlling Design Development Construction

Organizing
Procurement

2.

CONSTRUCTION MANAGER
PALNNING SUPERVISOR

LOCAL AUTHORITIES
PROJECT MANAGER

SUBCONTRACTOR
VALUE MANAGER

SITE SUPERVISOR
CONTRACTOR
CONSULTANT

ARCHITECT

SUPPLIERS

LABOUR
CLIENT

QS

CONCEPTUAL ❶ ❶ ❶ ❶ ❶ ❶
DESIGN DEVELOPMENT ❷ ❷ ❷ ❷ ❷ ❷
PROCUREMENT ❸ ❸ ❸ ❸ ❸ ❸ ❸ ❸ ❸
CONSTRUCTION ❹ ❹ ❹ ❹ ❹ ❹ ❹ ❹ ❹
COMPLETION ❺ ❺ ❺ ❺
3.
Joint venture
Horizontal Heterogeneous

Vertical Homogeneous

Issues in JV
Collective management problems

Management quality and motivation

Different understanding or interpreting objective

Uncoordinated subcontracting

Changing the objectivebase om external factors

Communication problems

Changes requirement by clients

Project termination

Divergence of interest

Underestimate by inexperience partners

Cultural activities

Project attitudes by experince

Contracting authories separated from partners

Control default planning

Risk awareness based on experience

4.

Categories of Project
Commercial Recreational

Industrial Instituition
Residential

5.

Organisational Concept
Functional organisation The Matrix Organisation

High Stability Foster in Excellent Climate for

High Standard Professional developing Project Manager
The Latest Technologies Allowed control Between Project
Excellent Corporate Memory Objectives
Project Task Force Line and Staff Organisation

High Adaptability Combination Between Functional

High Understanding Overall Task Strength and Expertise
Can Foster Excellent Team Spirit Balance between Overall Control
6.

Shareholders’ Agreement
A good exercise Noteworthy anticipation
and thinking of business
To ensure common understanding
beyond expectation
To prioritise the constituition of
the shareholders
Similar Mind Warning Bells

Expect to offer and get from To alert about the nature of the
company future working relationship