Project Initiation Management in construction
Contents |
Abstract
This article will give an introduction to Project Initiation Management or Front-End management mainly in the construction industry. This includes a general introduction of how project initiation management is defined in literature and examples of both good and bad project initiation management will be presented through cases. Project Initiation Management is all about starting projects in the right manner, defining the project phase and objectives and lastly authorising the project manager to proceed with the project [1]. This consist of making sure that stakeholders expectation's are managed and aligned with the project purpose [2], but also taking time to define the project description to a big extent. Some of the practices to ensure that a project is being initiated in the best possible way will also be presented and discussed in the subsequent sections. This encompasses Project Definition Rating Index (PDRI) and reference class forecasting as methods to initiate a project on the best possible grounds. Furthermore the importance of alignment in the initiation of projects is presented to give an idea how this can make it or break in the early phases of a project. Lastly the issues in Project Initiation Management will be addressed and the limitations of the theory and application will be discussed.
Table of contents
- General: This section will give a general introduction to Project Initiation Mangement in construction. Furthermore this section will try to cover the current body of knowledge within this [2][3][4][5]
- Project Definition Rating Index (PDRI): The PDRI is a way to manage expectations before initiating a project and can be used as a tool in a lot of projects. This section will try to demonstrate how to apply this tool and show examples of succesful applications of this. [6]
- Reference Class Forecasting: Often projects can run over budget. Here the reference class forecasting is a way to anticipate these cost overruns by looking at past projects to see how they performed. [7]
- Alignment: For projects to be succesful the alignment from a Project Management view is essential to complete the project on time and within budget.[8]
- Issues in Project Initiation Management: Some of the issues within project initiation management will be discussed in the section [9]
Project Initiation Management in construction
Definition in literature
Stakeholder Expectations
Defining project phase and objectives
Cases
Project Definition Rating Index (PDRI)
General
Cases
Reference Class Forecasting
General
Cases
Alignment
General
Alignment Thermometer
Issues in Project Initiation Management
Biases
Annotated Bibliography
References
- ↑ DS/EN ISO. 21500: Guidance on Project Management. 2nd ed. ISO; 2013.
- ↑ 2.0 2.1 Dinsmore P, Cabanis-Brewin J. The AMA handbook of project management. 4th ed. New York: AMACOM; 2014. p.35-44
- ↑ Gibson G. Pre-project planning: Beginning A Project The Right Way. 1st ed. Austin, Texas: Construction Industry Institute; 2004.
- ↑ AXELOS A. Managing Successful Projects with PRINCE2 2017 Edition. London: The Stationery Office Ltd; 2017. p. 195-212
- ↑ Project Management Institute, Inc. Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI); 2017.
- ↑ Gibson Jr. G. Project Definition Rating Index: Building Projects. 3rd ed. Austin, Texas: Construction Industry Institute; 2008.
- ↑ Flyvbjerg B. From Nobel Prize to Project Management: Getting Risks Right. Project Management Institute. 2006;37(3).
- ↑ Griffith A, Gibson Jr. G. Alignment During Preproject Planning. Journal of Management in Engineering. 2001;17(2).
- ↑ Williams T, Samset K. Issues in Front-End Decision Making on Projects. Project Management Journal. 2010;41(2).
