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Dergiler / A+Arch Design International Journal of Architecture and Design / 2019 / Volume: 5 Issue: 2

Proje Yönetimi Uygulamalarında Etkili Proje Ekibi Organizasyonu

Effective Project Team Organization in Project Management Practices

Karen Boujaoude Khoury(Notre Dame University)
Sayfa
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Yayın Tarihi
2019-12-01
DOI
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Yapay Zeka Hızlı Bakış & Çıkarımlar

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⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

Bu organize işler, ortak hedefleri paylaşmak için aynı ilgi alanlarına sahip olmayan birlikte çalışan bir dizi uzmanlık gerektirir.

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:Çalışma, mimarlık pratiği ve çeşitli performans sistemlerinin sonucu olarak meslek içinde ortaya çıkan gerginliklere odaklanmaktadır.
📊
Temel Bulgular & Veri:Özellikle proje süreci olarak adlandırılan birkaç ardışık adımlardan oluşan tasarım-inşaat aşamaları arasındaki zayıf işbirliğine dikkat verir.
💡
Sonuç & Katkı:Bu organize işler, ortak hedefleri paylaşmak için aynı ilgi alanlarına sahip olmayan birlikte çalışan bir dizi uzmanlık gerektirir.
🔬Tür:Research Article
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Project management · construction · team organization

Özet

Çalışma, mimarlık pratiği ve çeşitli performans sistemlerinin sonucu olarak meslek içinde ortaya çıkan gerginliklere odaklanmaktadır. Özellikle proje süreci olarak adlandırılan birkaç ardışık adımlardan oluşan tasarım-inşaat aşamaları arasındaki zayıf işbirliğine dikkat verir. Sorun, mimarın başa çıkabilmek için verdiği birbiriyle bağlantılı görevlerin artması ve mimari projelerin eldeki karmaşıklığı sonucunda organizasyon eksikliği ve mimaride proje yönetimine duyulan ihtiyaçtan kaynaklanmaktadır. Bu organize işler, ortak hedefleri paylaşmak için aynı ilgi alanlarına sahip olmayan birlikte çalışan bir dizi uzmanlık gerektirir.

Abstract

The study focuses on architecture practice and the tensions that arise within the profession as a result of a variety of systems of performance. Particularly it gives attention to the weak collaboration between the design-construction phases that are composed of several sequential steps called the project process. The problem arises from a lack of organization and the need for project management in architecture as a result of the increase in interrelated tasks assigned for the architect to deal with and the complexity of architecture projects in hand. These organized jobs require a number of expertise working together who might not have same interests to share common goals. The study covers the importance and significance of project management in the construction industry and analyzes the problems in managing architecture projects raising potential conflicts in communication and stressing on weak collaboration in the architecture engineering construction industry (AEC industry). The research highlights the importance of project team organization in the success of project delivery and determines the means and tools of successful communication for that purpose. The elements facilitating team communication are listed as effective variables essential for the success of project delivery.

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Bu Makaleye Atıf Yap

Khoury, K. B. (2019). Proje Yönetimi Uygulamalarında Etkili Proje Ekibi Organizasyonu. A+Arch Design International Journal of Architecture and Design, Volume: 5 Issue: 2. https://ajindex.com/articles/1170021

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Kaynakça (58)

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  2. Ai Lin Teo, E., Ling, F.Y., Chong, A. (2005). Framework for project managers to manage construction safety. International Journal of Project Management 23 (4), 329–341
  3. Dubois and Gadde (2002). The Construction Industry as a loosely coupled system. Implications for productivity and innovativity
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  31. Ai Lin Teo, E., Ling, F.Y., Chong, A. (2005). Framework for project managers to manage construction safety. International Journal of Project Management 23 (4), 329–341
  32. Dubois and Gadde (2002). The Construction Industry as a loosely coupled system. Implications for productivity and innovativity
  33. Assaf, S.A., Al-Hejji, S. (2006). Causes of delay in large construction projects. International Journal of Project Management 24 (4), 349–357. [5] (International Journal of Information Technology and Decision Making 2012
  34. Fernie, S., Thorpe, A. (2007). Exploring change in construction: supply chain management. Engineering, Construction and Architectural Management 14 (4), 319–333
  35. Dubois, A., & Gadde, L. E. (2000). Supply strategy and network effects—purchasing behaviour in the construction industry. European journal of purchasing & supply management, 6(3-4), 207-215
  36. Green, S. (2002). The human resource management implications of lean construction: critical perspectives and conceptual chasms. Journal of Construction Research 3 (1), 147–165
  37. Blyth, K., Lewis, J., Kaka, A. (2004)."Developing a framework for a standardized works programme for building projects", Construction Innovation, Vol. 4 No.4, pp.193
  38. Brown et al. (2001). "The facilities management role in new building procurement", Facilities, Vol. 9 No.3/4, pp.119
  39. World Bank (1996). World Bank Survey of International Construction Projects, World Bank, London, [12] Zwikael, O., Shimizu, K., Globerson, S. (2005), "Cultural differences in project management processes: a field study", International Journal of Project Management, Vol. 23 No.6, pp.454-62
  40. Kerzner, H. (2006). Project Management: A Systems Approach to Planning, Scheduling and Controlling, 9th ed., Wiley, New York, NY
  41. Turner, J.R. (1999), The Handbook of Project-based Management: Improving the Processes for Achieving Strategic Objectives, McGraw-Hill, London
  42. Lo, T.Y., Fung, I.W.H., Tung, K.C.F. (2006). Construction delays in Hong Kong civil engineering projects. Journal of Construction Engineering and Management 132 (6), 636–649
  43. Mansfield, N.R., Ugwu, O.O., Doran, T. (1994). Causes of delay and cost overruns in Nigerian construction projects. International Journal of Project Management 12 (4), 254–260
  44. Kaming, P.F., Olomolaiye, P.O., Holt, G.D., Harris, F.C. (1997). Factors influencing construction time and cost overruns on high-rise projects in Indonesia. Construction Management and Economics 15 (1), 83–94.Frimpong et al. 2003 [18] Malik, M.A.K., McDermott, P., Swan, W. (2007). "Building trust in construction projects", Supply Chain Management, Vol. 12 No.6, pp.385-91
  45. Meredith, J.R., Mantel, S.J. (2006), Project Management – A Managerial Approach, 6th ed., Wiley, New York, NY, [20] Kerzner, H. (2006), Project Management: A Systems Approach to Planning, Scheduling and Controlling, 9th ed., Wiley, New York, NY, [21] Zwikael, O., Shimizu, K., Globerson, S. (2005), "Cultural differences in project management processes: a field study", International Journal of Project Management, Vol. 23 No.6, pp.454-62
  46. Russell, R.S., Taylor, B.W. (2003), Operations Management, 4th ed., Pearson Education, Upper Saddle River, NJ,
  47. Chiu, Mao-Lin. (2002). An Organizational View of Design Communication in Design Collaboration Egan, J., 1998. Rethinking Construction. HMSO, London
  48. Eriksson and Westerberg, (2010). Effects of cooperative procurement procedures on construction project performance: A conceptual framework. International Journal of Project Management 29 (2011) 197–208 [25] Chan, A., Chan, A. (2004). Key performance indicators for measuring construction success. Benchmarking: An International Journal 11 (2), 203–221
  49. Den Otter, A., & Emmitt, S. (2007). Exploring effectiveness of team communication. Engineering, Construction and Architectural Management
  50. Robinson, H.S., Carrillo, P.M., Anumba, C.J., Al-Ghassani, A.M. (2005), "Review and implementation of performance management models in construction engineering organisations", Construction Innovation, Vol. 5 No.4, pp.203-17
  51. Rwamamara, R. (2007). Planning the Healthy Construction Workplace through Risk Assessment and Design Methods. Civil, Mining, and Environmental Engineering, Lulea˚, Lulea˚ University of Technology, Doctoral Thesis
  52. Cooke-Davies, T. (2002). The “real” success factors on projects. International Journal of Project Management 20 (3), 185–190
  53. Petersen, D.R., Murphree, E.L. (2004). The impact of owner representatives in a design-build construction environment, Project Management Journal, Vol. 35 No.3, pp.27-38
  54. Munns, A.K., Bjeirmi, B.F. (1996). The role of project management in achieving project success. International Journal of Project Management 14 (2), 81–87
  55. Leung, M.Y., Ng, S.T., Cheung, S.O. (2004). Measuring construction project participant satisfaction, Construction Management and Economics, Vol. 22 No.3, pp.319
  56. Sarshar, M., Haigh, R., Amaratunga, D. (2004). Improving project processes: best practice case study, Construction Innovation, Vol. 4 No.2, pp.69-82
  57. The AIA handbook 14th ed.pp.110 [35] Webster’s 1984, Dictionary [36] F Schneider, A Mágori, Z Orosz, T Pulay - Orvosi hetilap,( 2005). A review of the progress towards the adoption of supply chain management (SCM) relationships in construction. European Journal of Purchasing and Supply Management [37] Septelka, D. M., & Cooper, J. A. (2000). Construction of High Performance Equipment Foundations. In Construction Congress VI: Building Together for a Better Tomorrow in an Increasingly Complex World (pp. 768-777)
  58. Belle, R.A. (2002). Critical market forces and design-build, DBIA online.