The future obligations of "project manager" as construction integral director (DIPE) in the law of buildings construction in spain (LOE)

In the year 1999 approves the Law of Construction Building (LOE, in Spanish) to regulate a sector such as construction, which contained some shortcomings from the legal point of view. Currently, the LOE has been in force 12 years, changing the spanish world of the construction, due to influenced by internationalization. Within the LOE, there regulating the different actors involved in the construction building, as the Projects design, the Director of Construction, the developer, The builder, Director of execution of the construction (actor only in Spain, similar as construcion engineer and abroad in), control entities and the users, but lacks figure Project manager will assume the delegation of the promoter helping and you organize, direct and management the process. This figure assumes that the market and contracts are not legally regulated in Spain, then should define and establish its regulation in the LOE. (Spain Construction Law) The translation in spanish of the words "Project Manager is owed to Professor Rafael de Heredia in his book Integrated Project Management, as agent acting on behalf of the organization and promoter assuming control of the project, ie Integraded Project Management . Already exist in Spain, AEDIP (Spanish Association Integrated of Project Construction management) which comprises the major companies in “Project Management” in Spain, and MeDIP (Master in Integrated Construction Project) the largest and most advanced studies at the Polytechnic University of Madrid, in "Construction Project Management" they teach which is also in Argentina. The Integrated Project ("Project Management") applied to the construction process is a methodological technique that helps to organize, control and manage the resources of the promoters in the building process. When resources are limited (which is usually most situations) to manage them efficiently becomes very important. Well, we find that in this situation, the resources are not only limited, but it is limited, so a comprehensive control and monitoring of them becomes not only important if not crucial. The alternative of starting from scratch with a team that specializes in developing these follow directly intervening to ensure that scarce resources are used in the best possible way requires the use of a specific methodology (Manual DIP, Matrix Foreign EDR breakdown structure EDP Project, Risk Management and Control, Design Management, et ..), that is the methodology used by "Projects managers" to ensure that the initial objectives of the promoters or investors are met and all actors in process, from design to construction company have the mind aim of the project will do, trying to get their interests do not prevail over the interests of the project. Among the agents listed in the building process, "Project Management" or DIPE (Director Comprehensive building process, a proposed name for possible incorporation into the LOE, ) currently not listed as such in the LOE (Act on Construction Planning ), one of the agents that exist within the building process is not regulated from the legal point of view, no obligations, ie, as is required by law to have a project, a builder, a construction management, etc. DIPE only one who wants to hire you as have been advanced knowledge of their services by the clients they have been hiring these agents, there being no legal obligation as mentioned above, then the market is dictating its ruling on this new figure, as if it were necessary, he was not hired and eventually disappeared from the building process. As the aim of this article is regular the process and implement the name of DIPE in the Spanish Law of buildings construction (LOE

Stochastic Processes In Project Management

Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works)

Environmental management activities of an infrastructure development project: the case of Beris Dam, Malaysia

Development projects need to integrate environmental dimensions into project management functions to ensure successful implementation of environmental management and control practices throughout the development process. The management functions include the scope of work for environmental control, the quality of work or performance to be delivered, the scheduling for environmental works, and the most important one is the budget for environmental control. The aim of this paper is to examine and discuss about the environmental dimensions of Beris Dam during its construction and development process. The environmental dimension criteria and elements of the project were examined by means of reviewing environmental control documents used in the project’s construction and development, and site visits. The review reveals that in general the Beris Dam EIA and EMP reports scored between ‘unsatisfactory’ to ‘good’ for the criteria and elements of good environmental practice. These findings indicate the need to increase both effort and implementation of environmental dimensions in project management to help improve the success of implementing environmental management activities in the construction and development of a projec

Nano scale Characterisation of Photovoltaic Ultra Barrier Films

This paper reports on the recent work carried out as part of the EU funded NanoMend project. The project seeks to develop integrated process inspection, cleaning, repair and control systems for nano-scale thin films on large area substrates

Dynamic scheduling: integrating schedule risk analysis with earned value management

The topic of this paper is dynamic project scheduling to illustrate that project scheduling is a dynamic process that involves a continuous stream of changes and is a never ending process to support decisions that need to be made along the life of the project. The focus of this paper lies on three crucial dimensions of dynamic scheduling which can be briefly outlined along the following lines: (i) Baseline scheduling to construct a timetable that provides a start and end date for each project activity, taking activity relations, resource constraints and other project characteristics into account, and aiming to reach a certain scheduling objective, (ii) risk analysis to analyze the strengths and weaknesses of your project schedule in order to obtain information about the schedule sensitivity and the possible changes that undoubtedly occur during project progress and (iii) project control to measure the (time and cost) performance of a project during its progress and use the information obtained during the scheduling and risk analysis steps to monitor and update the project and to take corrective actions in case of problems. The focus of the current paper is on the importance and crucial role of the baseline scheduling component for the two other components, and the integration of the schedule risk and project control component in order to support a better corrective action decision making when the project is in trouble

Project controlling from definition to planning, execution and completion

The project control cycle consists of 1) planning, 2) checking and 3) acting: taking control (steering). It takes place during all phases of the generic process of projects: 1) definition, 2) planning, 3) execution and 4) completion. With the progression of the project and with the breakdown from general to more detailed (sub-)tasks, the planning becomes more detailed and precise. The values measured for controlling become more accurate as well. The effort needed for controlling increases

Control, Process Facilitation, and Requirements Change in Offshore Requirements Analysis: The Provider Perspective

Process, technology, and project factors have been increasingly driving organizations to offshore early software development phases, such as requirements analysis. This emerging trend necessitates greater control and process facilitation between client and vendor sites. The effectiveness of control and facilitation has, however, not been examined within the context of requirements analysis and change. In this study, we examine the role of control and facilitation in managing changing requirements and on success of requirements gathering in the Indian offshore software development environment. Firms found that control by client-site coordinators had a positive impact on requirements analysis success while vender site-coordinators did not have similar influence. Process facilitation by client site-coordinators affected requirements phase success indirectly through control. The study concludes with recommendations for research and practice

Overspeed correction scheme for dc motor using artifical intelligent approach

The conventional PI, PD and PID controllers were used as a control strategy for various industrial processes from many years due to their simplicity in operation. They used mathematical models to control the plant for different process control applications. A fuzzy controller for DC speed motor fed by DC Chopper, H-Bridge converter is developed and presented in this paper. Fuzzy logic based control systems were introduced by Lotfi Zadeh to optimize the speed and process control parameters in better way. During implement this project, we have an experienced in modeling the physical quantities such as dc motor, and modeling a mathematical equations for dc motor, develop simulink block for PI controller and then develop fuzzy logic speed controller using MATLAB Simulink blocks

On properties of modeling control software for embedded control applications with CSP/CT framework

This PROGRESS project (TES.5224) traces a design framework for implementing embedded real-time software for control applications by exploiting its natural concurrency. The paper illustrates the stage of yielded automation in the process of structuring complex control software architectures, modeling controlled mechatronic systems and designing corresponding control laws, simulating them, generating control code out of simulated control strategy and implementing the software system on a (embedded) computer. The gap between the development of control strategies and the procedures of implementing them on chosen hardware targets is going to be overcome