Why An Experienced Project Manager Is

why An Experience Project Manager Is

In the construction industry, the importance of experienced project managers surpasses that of formal educational qualifications. While educational pathways are available through institutions like the Chartered Institute of Building (CIOB) for practitioners based on their experience (NICIOB), and alternative routes for graduates after a minimum of three years of experience, the core competence often stems from proven management success on similar projects. Experience allows project managers to develop critical skills necessary for effectively guiding construction teams and ensuring project success.

Team building is fundamental to successful project management in construction. Experienced project managers tend to develop a cohesive team that they can rely on for future projects, thereby creating a consistent management approach across various contracts. Key traits of competent construction project managers include leadership capabilities in managing site personnel and subcontractors, fostering collaborative team environments, delegating responsibilities efficiently, maintaining meticulous site records, and mastering communication skills—both written and verbal. They must also be proficient in report writing, managing relationships with senior management, site staff, subcontractors, and clients, and implementing company policies. Furthermore, they often serve as mentors to subordinate management staff, helping cultivate leadership within the team.

The Necessity of Experience in Construction Project Management

The role of an experienced project manager is vital for navigating the complexities of construction projects. These professionals possess the domain-specific skills needed to address unforeseen issues, manage schedules effectively, and ensure compliance with building codes and safety regulations. An experienced project manager brings strategic insight, risk management abilities, and practical knowledge that enhance project outcomes and client satisfaction. According to Cooke and Williams (2013), experienced managers excel in construction planning, programming, and control, which are critical for delivering projects on time, within scope, and on budget.

Moreover, experience fosters the development of problem-solving skills and the capacity to adapt to dynamic project environments. For instance, Loosemore (2003) emphasizes that construction project management requires the ability to handle unpredictable challenges, which seasoned managers are better equipped to address due to their familiarity with diverse project circumstances. The capacity to foresee potential issues and implement proactive measures can significantly reduce project delays and cost overruns.

Advantages of Employing an External Construction Manager

Hiring an external construction manager (CM) offers several benefits. First, project owners might lack the necessary construction expertise or may not have the time to oversee every aspect of the project. A professional construction manager brings specialized knowledge and experience, ensuring that the project adheres to best practices and regulatory standards. Second, employing an external CM absolves the owner of the responsibility for day-to-day management, allowing them to focus on other priorities.

External managers also add value through their extensive industry networks, access to resources, and ability to coordinate multiple subcontractors and suppliers efficiently. Their expertise can minimize costly mistakes, streamline project workflows, and improve communication among stakeholders, thereby reducing risk and increasing the likelihood of project success (Cooke & Williams, 2013).

Reasons for Self-Management in Construction Projects

Conversely, some owners opt to self-manage construction projects for various reasons. Primarily, self-management can lead to significant cost savings by eliminating managerial fees and profit margins associated with hiring external professionals. Furthermore, owners often prefer direct control over the project, allowing them to make immediate decisions and adjustments that reflect their specific preferences and goals.

Successful self-management, however, requires a substantial commitment of time, effort, and industry knowledge. Owners must oversee inspections, coordinate with subcontractors, ensure quality control, and interpret building codes and regulations. Engaging directly with the construction process can also provide valuable experience, potentially leading owners to pursue careers within the industry or developing a deeper understanding of construction operations (Loosemore, 2003).

The Downsides and Challenges of Self-Management

Despite its advantages, self-managing construction projects presents notable challenges. It demands an owner's full dedication, often at the expense of their other professional and personal responsibilities. Without sufficient expertise, owners risk making costly mistakes that could compromise safety, quality, and compliance. Effective communication and coordination with subcontractors, suppliers, and regulatory authorities become more complicated without formal management experience.

Moreover, managing a construction project requires rigorous organization, ongoing supervision, and the ability to handle unexpected issues—tasks that can be overwhelming for inexperienced owners. Lack of specialized knowledge can result in delays, cost overruns, and subpar quality, ultimately undermining the project's success (Thomas & Mengel, 2008).

Conclusion

Experience is a decisive factor in construction project management. Skilled project managers contribute significantly to the efficiency, safety, and quality of construction projects through their leadership, technical expertise, and ability to navigate industry complexities. Whether employed externally or self-managed, the decision relies on balancing the owner's construction knowledge, available time, and resources. While external project managers bring professional expertise and industry insight, owners who choose to self-manage often seek control and cost savings, but must be prepared to handle the considerable challenges involved. Ultimately, the choice depends on the owner’s experience, capacity, and specific project requirements.

References

• Cooke, B., & Williams, P. (2013). Construction Planning, Programming and Control. John Wiley & Sons.
• Loosemore, M. (2003). Essentials of Construction Project Management. UNSW Press.
• Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity–Advanced project management education. International Journal of Project Management, 26(3), 304-315.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
• Austin, S., & Devin, L. (2017). Construction project management: Principles and practice. Routledge.
• Merrow, E. (2011). Understanding construction scope, cost, schedule, and participants. John Wiley & Sons.
• Koskela, L. (2000). An exploration of the principles of lean construction. Proceedings IGLC.
• Chan, D. W., & Kumaraswamy, M. M. (1997). A comparative study of relationships between: South Asian construction projects. International Journal of Project Management, 15(3), 187-197.
• Hartman, F. T., & Ashford, N. A. (2016). Managing Construction Projects. McGraw-Hill Education.