Task Duration in the Construction and Engineer Industry

I will be comparing the Services Industry abilities in expulsion designingning to that of the Construction and Engineering field. The services intentness move short of CE (Construction and Engineering) in many ways and there is a lot of manner for improvement. However, the two industries are very different in nature. Construction and Engineering has a long history of project perplexity focus. It was civil engineers and architects that pioneered project guidance long ago in the early1900s (Pinto, 1995, p. 2 ).In the 1950s, construction and engineering organizations really started to systematically nurse project management tool and techniques. Henry Gantt was an engineer From my experience, project managers in the SE industry are non trained especially for this role. much we are in a functional role inside the confederacy and given a project to manage as extra responsibility. The SE industry is also a much more customer-focused business. Its arouse to none that customer sa tisfaction runs high in the journals statistics, despite its low scores in other areas.James Harrington (2000) said, theatrical role is meeting or exceeding customer expectations at a bell that represents value to them. show Managers in the SE industry will play harder to satisfy customers, allowing scope creep and the akin in order to try a better project in spite of fourth dimension and personify delays. The following statistics summarize the journal article results for the CE and SE industry. SE represent and schedule overruns and organization support were the largest negative variances against CE. Project readiness Success in CE and SE IndustryCESEBetter/(Worse) Cost obtrude upon (%)17%23%(35%) Schedule Overrun19%27%(42%) Performance8. 18. 32% Customer Satisfaction8. 18. 32% organisational Support3. 83. 2(16%) In a recent study of 100 companies, only 37% of major SE projects were completed on time and only 42% were completed on budget (Gordon, 1999). I think the answ ers to improving cost and schedule overruns lie in improving the organizational support first. Mochal (2003 p. 3) said, socialization plays a big role in how successful SEs are in executing projects.SEs typically pay back no formality or consistency in project management does. Each time a new project comes up, the wheel is re-created. SEs need a good, scalable project management process where teams are generally going to create and follow a practise plan, and can use standard processes to effectively handle risk, scope commute and issues. SEs also need better governance. By this, I mean management needs to be more engaged and interest in projects. If management starts projects and leaves the project manager in a lead vacuum, its hard to be consistently successful.Accuracy in time and resources are also important factors to successful project planning. They are however, not as critical as in the CE business. If a undertaking is over duration in the SE industry, its not like a multi million-dollar crane is sitting idol. The cost repercussions are not as easily quantified. There should also be some leniency to this within the SE industry. Task duration in the CE industry is easier to plan for. Historical data is readily available on pouring concrete foundations, laying brickwork, etc.Within SE, the schedule may include a one-time task that the project manager has never performed before. Due to the complexity of the project the scope may not be wholly known making task duration even harder to calculate. While there is wide room for improvement in the delivery of time and cost estimates, the SE industry should continue to look and rely on its customer satisfaction rates. Projects should not be considered a success purely in terms of its timeliness. The Sydney opera house House was seen by most as a stupendous failure.It was a music hall with poor acoustics, stunningly over cost and bed schedule. Decades later, this same structure in a national treasure to Australians, its considerable cost and schedule overruns long ago forgotten. References Gordon Mochal, T (2003) Tools and Techniques, Workforce Management, (Online) for sale from http//articles. techrepublic. om/5100-10878_11-5035216. html (Accessed April 12, 2010) Pinto J (1995) Successful Project Managers, Leading Your Team to Success, Project Management Journal (Online) Available from (accessed April 9, 2010)