Project Management Professional Group BUSINESS PLAN 2013 2015 In construction many projects do not meet their required performance standards or are delivered late and over budget. These issues can be directly addressed by raising the standards of Project Management within the construction industry and more specifically the skills of Project Managers It is the Projects Managers role to do the overall planning, co-ordination and control of a project from inception to completion aimed at meeting a client s requirement in order to produce a functionally and financially viable project that will be completed on time within authorised cost and to the required quality standards. While most people do not have formal skills in project methodology, the role of a Project Manager in the construction industry is often fulfilled by people working in other occupations. Many of these may not have undertaken any formal training in the area of project management or have been assessed for professional competence. On occasions members of the public may invariably employ a professional without the necessary skills, qualifications and experience to fulfil a project management role sufficiently. The Project Management Surveying designation will ensure high standards of professionalism and competence. The Project Management Professional Group will increase awareness of the benefits of a Chartered Project Manager. This will be achieved by demonstrating absolute dedication to professionalism, on-going training and education in the field of project management. The Project Management Professional Group will organise CPD events to further educate members of the profession and will also produce industry specific guidance notes on project management. A communications strategy will be put in place to highlight the importance of the profession to the wider audience.
1. VISION To become the pre-eminent body for project management in construction, to increase the public s understanding of the benefits of appointing a Project Manager, and to work with other professional groups within the Society to achieve goals. This may require the co-operation with other professional bodies to increase the understanding of the work of Project Managers and the importance of project management to delivering a successful project. This will be achieved by improving public understanding and appreciation of the range of professional services provided by Project Management Surveyors. These include delivery of projects within agreed time and budget parameters, ensuring projects are fit for purpose, meet or exceed stakeholders needs and in accordance with building regulations and other statutory codes. Project Manager s act as a single point of contact for advice and recommendations for any construction related matter and the ability to save the client money by foreseeing difficulties and challenges. 2. THE MARKET The market in which Project Management Surveyors supply their professional services has been particularly hit by the downturn in the construction industry, and is highly exposed to macro-economic changes and the availability of finance for owners of property (residential and commercial) to undertake new developments. 2.1 Clients Project Managers work with a broad spectrum of clients undertaking a construction projects which span a range of sectors residential, retail, commercial, industrial, civil engineering, infrastructure and transportation. In the construction industry Project Managers typically have the responsibility of the planning, execution and closing of any project. Project Managers focus equal attention on near- and long-term activities while communicating this effectively with other construction professionals, suppliers and the client. 3. WHERE ARE WE NOW? 3.1 General Description of the Profession Chartered Project Management Surveyors act as the client s representative within the contractual terms applicable, to lead, direct, co-ordinate and supervise the project in association with the project team. The PM will assist the client in putting together a business case to meet the client s expectations and aspirations for the project. Construction and development projects involve the co-ordinated actions of many different professionals and specialists to achieve defined objectives. The task of project management is to bring the professionals and specialists into the project team at the right time to enable them to make their best possible contribution efficiently.
The knowledge areas of a Project Manager encompass a full understanding of Integration, Scope, Cost, Quality, HR, Communication, Risk and Procurement Management Processes. Project Managers liaise with statutory agencies and act as the client s representative when dealing with external regulatory organisations to facilitate the smooth running of the construction project to its successful conclusion. 3.2 SWOT ANALYSIS Strengths A Project Manager will possess the following skillset; interpersonal, synchronisation, technical knowledge, information processing, an ability to handle complexity, negotiation and boundary maintenance The Project Manager has well-developed leadership skills, with significant competency in project delivery, cost management, cost savings and an ability to co-ordinate all other necessary professionals required to deliver the project within agreed parameters. Project Managers can identify all key stakeholders, determine their needs and expectations and then manage and influence those expectations to ensure a successful project. The Project Manager also possesses the ability to identify difficulties arising at an early stage and to undertake appropriate mitigating actions. The new designation of Chartered will provide clients with a greater element of confidence knowing that the Chartered Project Manager is assessed for competence to the highest standards. Weakness The lack of construction activity is limiting the work of the Project Manager. Many clients are unwilling to pay the additional cost of employing a Project Manager despite the longer-term benefits to the successful delivery of the project. Project Managers are under pressure from other professions that may not have adequate skills in project management. Opportunities The profession has an opportunity to serve clients better by selling professional services through PR activities and initiatives, educating other members and better liaising with other professional bodies. By developing better relations with other professional groups within the Society, there is an opportunity to cross-sell services within SCSI members. Threats The primary threat comes from other professionals who, by seeking new clients and business, are encroaching on the traditional professional space of Project Managers. These include architects and engineers for example.
The relative weakness of the economy continues to undermine the market place, augmented by ever increased costs of regulation. There is a lack of public awareness of how good project management can assist in the timely completion of a successful project to agreed budgets. 3.3 MARKET POSITION By educating clients about the importance of professional project management, there is a role for a Project Manager within every construction and building project. In reality, the main focus of work is with public clients who need a project leader to co-ordinate other professionals to achieve their building goals within a specified timeframe and to a budget. There are other professional bodies offering project management services. 3.4 COMPETITION See [Threats] above 3.5 PRODUCTS AND SERVICES 3.5.1 Education and Training Educate other Chartered Surveyors and the wider public about the work of project management in all construction projects and produce project management-specific CPD and training events, especially in the fields of emerging technology. 3.5.2 Practice Standards and Guidance Notes Analysis of work by RICS on project management for adoption/adaptation in Ireland. 3.5.3 Communications and Marketing Communications to the public about how professional project management can assist in the timely completion of their project. Enhanced consumer awareness, and a focused initiative about the work of Project Managers and the long-term importance of good project management tools for small clients (incl. homeowners) 3.5.4 Policy and Public Affairs Increase the public and state awareness of the cost benefits to good project management. 3.6 CUSTOMERS/CLIENTS [See Market above]
4. PEST TRENDS Political Value-for-money is now being seen as important by State agencies and departments. This may create new business opportunities for Project Managers. Economic The weak construction market makes the working environment of project management difficult although there is increased recognition of the benefits of cost management. Employment in the sector remains very weak. Social Home-owners may look to project management to assist them in achieving their refurbishment goals. Technology Technology and software have the potential to change the relationship between clients and Project Managers as well as the work of the professional. New building materials and new design methodologies will change the nature of undertaking construction work. 5. WHAT THE MARKET WANTS FROM THE PROFESSION NOW AND INTO THE FUTURE? 5.1 Public leadership Value-for-money Professionalism Professional competence Transparency and Independence in the services provided 5.2 The Profession Regulation Education and Training Guidance notes and practice standards
6. STRATEGIC DEVELOPMENT OPTIONS AND KEY OBJECTIVES FOR THE PROFESSIONAL GROUP Increased public understanding and awareness of the profession through PR opportunities Submitting articles for inclusion in the quarterly Surveyors Journal Annual CPD and education and training programme Improved engagement with other professional bodies 7. POSITIONING/COMPETITIVE ADVANTAGE The profession has the potential to gain a competitive advantage over other professions by endeavouring to increase the public (and member) understanding of the full range of professional services which project managers can offer. The expertise project managers can bring to clients should result in agreed project delivery with cost saving techniques. 8. PRACTICAL REQUIREMENTS FOR IMPLEMENTATION OF THE STRATEGY Participation and support of the following SCSI departments and committees: Communications and Marketing Department Communications and Events Standing Committee Policy and Public Affairs Department Regulation Department Regulation Standing Committee Education Department, Education Standing Committee Membership Committee APC Committee CPD Committee Journal Editorial Board
9. KEY LINKS/DEPENDENCIES INTERNALLY/EXTERNALLY 9.1 Internally Quantity Surveying Professional Group Geomatics Professional Group Residential Property Professional Group Commercial Property Professional Group Planning and Development Professional Group Property and Facilities Management Professional Group 9.2 Externally RICS Project Management Professional Group Government Departments and agencies IPFMA VECs IDA Chambers of Commerce Ibec Irish Green Building Council 9.3 Other professional bodies. Project Management Association