Abstract
The modern Russian labor market dictates new requirements for the qualifications of project management managers in the investment and construction sector. The leading job and staff search site, HeadHunter, requires to have a Project Management Institute certificate in every third qualification condition. Foreign standards are actively supplanting “domestic rules of the game”. The relevance of this study is contained in the answer to the question: is the body of knowledge on project management applicable to the modern construction industry or is it just “a fashion trend” of senior management who wants to have the “Project Management Professional” certificate that is in demand abroad? This paper contains an analysis of significant and “linear” investment and construction projects for the Russian Federation on the structural assessment of key indicators: time, content, and money. This triad of constraints is reflected in the project management body of knowledge as being most susceptible to change during the project life cycle. The main idea of the analysis is to look at and evaluate the deviation of the values contained in the design and estimation documentation at the “input”, i.e. at the pre-investment stage, and at the “output”, i.e. at the stage of putting the object into operation.
Highlights
The predominant part of economic activity is concentrated in private hands and is not a subject to direct government control
An analysis of the data presented on investment and construction projects shows that there are deviations in terms of indicators: project budget, implementation timeline and content
Calculation of input parameters occurs at the pre-investment stage, and the lack of a “quick response” and the receipt of conclusions of executive authorities makes the management of investment and construction projects unique, requiring the creation of their own management standard, and not existing professional standards and existing knowledge codes
Summary
The predominant part of economic activity is concentrated in private hands and is not a subject to direct government control. Getting the maximum effect from property cannot be achieved without managing it. These prerequisites gave impetus to the emergence of practical management - the owner, by managing his property, has achieved economically beneficial results for him. The existing dialectical contradiction, namely that the owner, was a manager and was not at the same time, persisted until XIX. He was - because he was engaged in management activities and he used methods and tools based on his practical experience. He was not - because for any professional activity the theoretical basis of a profession is needed, which he had not
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