1.0 Introduction
A construction project is considered successful if it achieves its objectives within its budget on or before its scheduled deadline. The evaluation of a construction project is sophisticated if the task was a complex one. This is because there are multiple deliverables in such complex projects. In the public sector, the evaluation of these projects is subject to political influences. It is common for construction managers in the public sector to shy from sharing the hardships they have undergone during the implementation process. Construction management in the public sector is characterised by underfunding, political influences, and lack of advanced management tools (Dykstra, 2011). These problems significantly compromise the quality and success of the construction projects.
This paper focuses on how to improve the performance of the public-sector construction client. The public sector construction client should specify its needs to peripheral participants and manage the delivery of outcomes. The client is also responsible for selecting the organization to meet the project objectives. The construction client must be able to capitalise on the maximum value from the private division by increasing the value added by the partners in the private sector and managing current relationships (Dykstra, 2011). The role of the client revolves around enabling individuals in the public sector to engage the private sector, and to highlight their requirements and how they are attained. It has, however, been noted that the government as a public sector client does not perform this role of an ‘enabler’ in its construction projects.
2.0 Background of the Research
Project management refers to coordinating and directing material and human resources. This is done through incorporating modern techniques of management to accomplish set goals: time, quality, scope, cost, and client satisfaction. Project management in the construction industry is a complex task. It involves several factors that should be harmonised to accomplish the project’s objectives (Mubarak, 2013). A key aspect in managing complex projects is experience, for instance, senior construction managers at Geosyntec Consultants, an engineering and consulting firm based in the US, UK and across Europe, have at least 15 years experience in environmental remediation, containment of large scale waste and geotechnical construction. The use of top-notch proven technologies to deliver construction and design related services enhances management of complex projects.
Contractors, designers and other members of the construction supply chain are highly scrutinised, whereas, the role of the clients is considered secondary. The public sector and its affiliates have come under criticism to show value for funds spent on complex construction projects. The government engages the construction industry in one of the following ways: provides funding as a client or a regulator. On paper, governments understand the need to build and maintain good practice in acquiring, delivery and governance of projects funded by the taxpayer’s money (Kassel, 2010). This is stated in most governments’ construction strategy. This strategy, however, is not implemented; as a result, various loopholes have been identified in public construction projects.
Research in the field of management has been encouraged by the quest for an effective management approach. The results of these studies are evident in the introduction of management theories such as the humanistic approach, the systems approach and the contingency approach. Several of these theories have been adopted into the construction industry as key stakeholders attempt to improve productivity and reduce costs. According to Bertelsen (2005, p.1), the adoption of the systems theory would enhance productivity in the construction industry. The author highlights that this theory would be imperative in the management of complex projects; it would ensure a holistic approach to the process. Several scholars argue that due to the complexity of some projects, project managers may either emphasis on the social systems, financial environment or machinery and forget at least one of the other aspects (Dykstra, 2011).
Public administration theorists argue that quality standards are higher in the private sector than in government operations since private enterprises are objective-oriented (Mubarak, 2013). It is argued that government projects fail as it over-emphasises on the social environment. The complex systems theory is, therefore, an essential need for the management of projects in the public sector. This theory would encourage accountability in all aspects of the project management.
The sociotechnical systems model is an approach similar to the systems theory, though they are different in terms of the environments each emphasises. The sociotechnical model highlights the relationship between the technology and human environments in organizations (Mubarak, 2013). This model can be integrated in the construction industry to increase productivity. The applicability of this model in managing complex construction projects is imperative to ensure the interaction of all variables in these tasks.
Risk management is an integral aspect of construction management, however, some of the tools given to project managers are not sufficient to forecast and mitigate the risks involved. The situation is severe in the public sector where project managers are underfunded; this limits the manager’s ability to acquire these risk management tools. The argument that the lack of concern by governments for advanced risk management tools is because of ignorance by those in power is inconclusive. This is because the same governments are known for investing in costly risk management tools in other sectors such as military research (Kassel, 2010). Risk management tools are essential for decision making in the construction industry. The lack of proper tools compromises the decisions made by project managers, which consequently increases the risk of project failure.
Construction management is an inclusive process that is dependent on various variables. A project manager in a simple construction task requires support, tools and other resources to achieve the set objectives. The need for these tools and resources is more in complex projects than it is in the simple ones. A majority of the studies in the construction industry are concerned with improving the quality of the deliverables in the sector’s projects. The knowledge developed in these studies is essential to any client in the construction industry. The government, as a client in the industry, should provide the required tools for the success of its construction projects. Officers in the public sector should acquire the best tools and be updated with emerging concepts in the construction industry to ensure the success of public projects. In construction projects, the client should be informed of frameworks of ensuring quality (Dykstra, 2011). This is imperative because the client should act as an evaluator of the task completed by the construction management team. Government officials are usually not informed on these frameworks, and hence are unable to supervise quality delivery on their projects. This is disadvantageous because not only is the government unable to evaluate its projects comprehensively, but also not in a position to provide the resources needed to achieve this quality.
3.0 Objectives
General Objective
Specific Objectives
4.0 Definition of Key Terminologies
Project
This refers to actions that an individual or business undertakes in order to achieve a certain objective. A project has a limited period: it cannot last forever. The government develops and manages public sector through projects to raise the living standards of people and ease access to basic goods and services (Roberts, 2011, p.5).
Complex project
A complex project is one that aims at achieving a single objective, but it has several minor objectives. A number of stakeholders such as the government, employees, project managers, and shareholders participate in complex projects (Bossink, 2011, p.76). Complex projects often delay or fail to achieve their significant objectives due to the large number of stakeholders involved. These ventures also require large amounts of funds to undertake; this factor explains why these projects are mainly considered a preserve for governments, multinational corporations, and global organizations such as the United Nations.
Public sector construction client
This is an organization set up by the government to undertake construction activities in the country. A government licenses a public sector agent to carry out business under its name. The client acts as an agent for the government (Kassel, 2010).
Procurement
This refers to all the steps that an organization undergoes when acquiring inventory from suppliers. The steps involved include placing an order, receiving a letter of acceptance, paying for goods, and receiving the goods (Dykstra, 2011). The supplier plays the role of accepting an order and delivering goods to the customer.
Logistics
This is the process of planning steps and materials used in production. The management of an organization controls goods, people, and flow of information within the firm (Mubarak, 2013).
Scheduling
Managers use this technique in project management to determine the length of time that each activity takes until it is completed. In this process, a project manager determines the order of activities by drawing a project network; he or she then uses the network to determine the period that it takes to complete the whole project (Dykstra, 2011).
5.0 Scope of the Study
The study will analyse existing techniques that government agents utilise to manage complex projects in the construction industry. The research will find out the challenges that public agents face when dealing with complex schemes. This will help the research to establish the best technique that public agents can use to manage projects; if there is no existing technique that can help executives manage complex projects, the research will create a new method. The new method may be created out of the existing techniques. The research will be limited to construction projects in the public sector.
Limitations of the Study
The researcher reiterates their commitment to ensure the success of this study. There, however, will be challenges in the execution of this research plan. First, part of the research sample will be drawn from government officials. These officials may give biased information so as to project an image of effective management of public funds. The researcher intends to mitigate this limitation by promising the respondents of their anonymity; nothing that the officials write in the questionnaire will be linked to any of them.
Second, since the researcher will conduct both the pilot test and the actual study, some subjectivity may exist in the study.
6.0 Contribution to Knowledge
The research will help public sector clients in the construction industry understand the reasons why they face certain challenges. Firms and organizations in the industry will learn how to manage time to avoid delay when carrying out projects. The organizations will also understand how to manage employees effectively to ensure that the human resource is productive. Organizations will understand the factors that lead to high costs, and techniques that they can adopt to reverse this trend in the public sector.
One of the major challenges that the public sector faces is bureaucracy (Roberts, 2011, p. 108); the research will provide ways to address the issue. Public companies will learn how to deal with complex structures and reduce bureaucracy, which often leads to delay in decision-making.
Governments will become aware of techniques that they can use to solve certain problems in their construction projects. An example of a technique that may be adopted is the use of Radio Frequency Identification. This technology helps the client to monitor the stages that inventory passes through before it becomes a final product. This method helps firms to save time and cost that they would consume if the company had employed people to carry out the task.
Businesses in other public and private sector industries will increase their knowledge of project management, and make use of techniques that are applicable to their institutions.
Investors and entrepreneurs who would like to set up construction companies will understand the available techniques of managing projects, and the challenges associated with complex projects.
Students pursuing construction courses will understand concepts that the research will discuss; this may help the learners to complete their courses successfully.
7.0 Structure of the Transfer Report
Chapter 1: General Introduction
This is the most critical part of the proposal as it lets the reader understand the background of the construction industry. The background information contains the current situation, and the challenges that the government faces when managing complex construction projects. The section determines the objectives, scope, and limitations of the study besides letting the reader become aware of how the research contributes to knowledge.
Chapter 2: Literature Review
This section discusses the theoretical frameworks related to the topic. The chapter identifies the hypotheses that are applicable to the construction industry in the public sector. The challenges that public sector agents face when managing complex projects are discussed in this section; this includes techniques that organizations use to overcome these difficulties. This section also recognises the works of previous researchers by discussing what these studies aimed at achieving and the result they obtained.
Chapter 3: Research Design and Methodology
This is a critical section because it determines the techniques that the research utilises to achieve its objectives. The methods that the study adopt to accomplish its aims determines the success of the study. This section will explain whether the study will be qualitative or quantitative, the techniques that will be used to collect data, and methods of analyzing the research findings (Marczyk, Dematteo, & Festinger, 2005, p. 12).
References
Bertelsen, S. (2005). Construction as a Complex System. Lean Construction. Retrieved from leanconstruction.dk//Construction%20as%20a%20Complex%20System
Bossink, B. (2011). Managing environmentally sustainable innovation insights from the construction industry. New York, Routledge.
Dykstra, A. (2011). Construction Project Management. Boston: Kirshner Publishing.
Imbeah, W., & Guikema, S. (2009). Managing Construction Projects Using the Advanced Programmatic Risk Analysis and Management Model. Journal of Construction Engineering and Management. 772-781.
Kassel, D. (2010). Managing Public Sector Projects. New York: CRC Press.
Marczyk, G. R., Dematteo, D., & Festinger, D. (2005). Essentials of research design and methodology. Hoboken, N.J., John Wiley & Sons.
Mubarak, S. (2010). Construction Project Scheduling and Control. New Jersey: Wiley.
Roberts, P. (2011). Effective project management. London: UK, Kogan Page.
