PROJECT ALLENBY / CONNAUGHT

Management of Project Allenby / Connaught



Management of Project Allenby / Connaught

Question 1: Explain the principles of management used in the construction and built environment sector and in particular this project.

Project Allenby /Connaught were the project that started in April 2006. This was the project which made the lives of many soldiers easier by providing the luxury accommodation. The soldiers who are given the accommodations in this project were from United Kingdom. This project was given to the Aspire partners comprising Carillion with 50 pct, Kellogg Brown & Root with 45 pct and 5 pct with HSBC - 120 mln stg will invest in equity of this project (“Project Allenby/Connaught”).  Carillion said it will invest 60 mln stg and its share of Aspire's revenue will be around 6 bln. Including its share of the construction and support services work to be provided as part of the project, the contract is expected to generate total revenue of around 9.5 bln stg for Carillion. The principles of management that were used in this project that is characterized by (Stewart, 2007: 453):

The irreversibility of the operations of the participants,

A high degree of freedom of the actions of participants,

An organization dedicated to be scalable and temporary

The cash flow of investment can be negative,

A strong influence of variables external to the project.

Following are the phases that were involved in this project Allenby / Connaught that were essential to complete this project. With regard to the psychosocial aspect of managing a project team:

The observation step is to meet the project team members.

The stage of cohesion should allow building a cohesive team.

The differentiation step can take advantage of the differences between team members.

The stage of organization uses the traditional techniques of project management to formalize the management of resources, plan and control the risk.

The production stage describes the effective operation of the project team. It is here that the various theories of management and leadership are most relevant.

In addition, a sixth phase, called post-project review is also recommended in particular for projects of product design.

Question 2: Explain the influence of human resources management on the performance of individuals and teams within the project.

Organizational structure refers to 'the allocation of tasks and responsibilities among individuals and departments'. One categorization of organizational structure is to differentiate between centralized (i.e., decisions made by upper management) and decentralized (i.e., decisions made by lower levels) organizations (Stewart, 2007: 458). There are two types of system for managing a project management system for project and functional management system or conventional.

The management system is used by project or by organizations whose mission is to manage projects on behalf of external clients, or by organizations wishing to manage by themselves their own projects. In both cases, these organizations have systems specially adapted for the management of a project. They are flexible, dynamic and promote the coordination of interfaces between individuals and between activities (Revans, 1982: 12).

In contrast, in the functional business systems or conventional, tools and practices necessary for a project are often unavailable or inappropriate. They do not allow enough flexibility and flexibility in action and offer very little support for managers who are responsible. Centralized organizations tend to use job-focused employment relationships ...