Project management in the built environment: the need for industry specific knowledge

["Thesis (Ph.D. (Quantity Surveying and Construction Management))--University of the Free State, 2013","Project management","Construction industry -- Management","Built environment","Industry related"]

Burger, Michelle ; ["Verster, J. J. P."]

University of the Free State

Others  :  http://scholar.ufs.ac.za/xmlui/bitstream/11660/1457/1/BurgerM.pdf

瑞士|英语

来源: University of Iowa

【 摘 要 】

English: The use of project management has expanded and is used in many industries. The generic component of project management across all industries without the necessary technical knowledge has been debated. This study investigates the knowledge base of construction project management and the need for industry specific knowledge.The study includes a literature and also empirical research section. The empirical study made use of interviews, a case study and questionnaires. A construction project management knowledge model was developed based on the research and research findings. The research findings suggest that a project manager in the built environment requires various types of knowledge �?project management knowledge, industry specific knowledge and knowledge gained through experience. The project management knowledge includes the 13 areas from the construction extension to the PMBOK guide, the industry specific knowledge is divided into four main areas that are knowledge of construction science, knowledge of construction processes, knowledge of design processes and knowledge of financial cost factors and the knowledge through experience is gained through time spent working in the industry.The construction project management knowledge model aims to contribute to improving the project management environment, aiding in awareness of the various knowledge areas and subareas that are important and the NQF level that is suggested. This could contribute to sufficient education by creating awareness of the level of education a project manager in the built environment requires. Organisations could use the model as reference to determine which areas their project managers could improve on in order to develop and increase project management maturity in the organisation. The project management construction model also offers tertiary institutions a framework for syllabus planning of constructions project management courses. Further research is welcomed and may include improving the model, or using the model as foundation to develop a measuring instrument to determine the knowledge of a construction project manager.