The role of the project manager

Until the late 80’s, the position of Project Manager did not exist in the construction industry as a distinct occupation.  Their tasks as we know them today were carried out by the Lead Consultant, normally the appointed Architect, as an inherent part of the design and construction process.  As Lead Consultant, the architect’s role during the construction phrase was far more managerial and consequently their knowledge of the Design Team was better informed.  By introducing a new member of the team, the Project Manager, it was possible to focus on the role of project control and make non-bias decisions whilst allowing the architect to concentrate ongoing design and detailing works.  

However as a direct result, statistics indicate that during the 1990’s, there was an increase in both construction delays and cost overruns which can be attributed to the introduction of this alien development style.  The project manager was seen as a glorified accountant or elevated clerk of works, and design team meetings went from the normal slight disarray into complete farce, when members felt the pressure of a new hierarchy and it necessary to showcase their abilities and would expect regular accolades for their achievement of what were typically contracted goals. 

In today’s marketplace, development projects are becoming more and more complex and the role of project management is widely appreciated.  However the role has commonly changed its title to ‘construction management’,  not only to differentiate between other industries who use similar names such as the software industry, but also because in general the project manager (as first referred)  is employed to oversee solely the construction process. Reaching far beyond the realms of construction management, the need for investment, legal and financial considerations, partnering, project branding, market research, feasibility designs, sales campaigns and PR has grown as the industry has grown, as does the competition and conversely the profit margin which has lead to the emergence of another new role:  The development consultant. 

In a difficult and ever changing marketplace, the need for pre-planning is paramount to a project’s success, proven by the frequency of developments failing by not following clear ‘development/business strategies’. An initial outlay to conduct the required feasibility studies and an associated business plan can reap rewards during the construction process as the project will be designed to suit the market enabling it to sell out off-plan,  provide self- investment and be completed on time and on budget.  Each day a construction project is halted on site, the project cost rises exponentially which is simply avoidable by pre-planning.
As my father always says, in order for the prudent man to ‘sit back to reap the rewards of a successful project,  he must ‘measure twice and cut once’ 

Let us measure for you, so that you can sit back and reap the rewards:  www.first-logic.com