The requirement to address current project managementpractices has evolved from conventional methods that were advanced during the growthof the transportation infrastructure. However, transportation projects nowinvolve changing, instead of creating, the transportationexisting infrastructure. The desire from public owners to deliver publicinfrastructure projects quicker and with more control over time and cost furtherdirecting the requirement for the new thoughts on project management. The complicationwith traditional project management in complex projects is multiple times theprojects were under budget and not delivered on time. The study finds that the most of the mattersrelating to expenses and schedule issues can be solved using effectivemanagement protocols and procedures.
The objective of the study is to show thatproject managers need to be instructed to believe project as an integratedsystem. Project management has started to develop into a different form wherethe roles and functions of project managers are growing beyond the conventionalcost-schedule-technical triangle to include management of relational, cultural,and stakeholder issues. Even though the conjecture of project management seemsto be changing there is debate over how it is changing. A study conducted by the University ofManchester evolved a conceptual framework that serves as the basis for the followingresearch entitled “5 New Directions of Thought” in order to examine the shift fromconventional to complex project management. The directions are encapsulated inthe list below:§ The examination of many externalimpacts as paramount to the project instead of conventionally thinking of themas risks.§ A transformation from thinking aboutprojects as static, linear, discrete events toward identification of theinteractive, interpersonal, and dynamic nature of modern projects.§ Emphasis on projects as creatingvalue and an end product that serves a drive instead of merely creating aproject based on a system of predetermined parts.
§ A tendency toward integrated,multidisciplinary structure with mixed forms of governance.§ Reposition of project managementoperation and education from using analytic tools to accomplish the project towardsproject managers’ thoughtful, resourceful, and pragmatic utilizations ofmanagement practices in complex projects. Establishment on new directions in project management,current project management knowledge can be ordered in a additional frameworkthat is classified into the 3 traditional project management knowledge areas(cost, schedule, and technical) and combined with two auxiliary factors thatare often present in complicated projects: project context and projectfinancing. This 5 dimensional model performs as the basis for the study foundin this research and is presented in Fig 1.2