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Industrial Project Management Planning, Design, and Construction
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The organisation and management of an enterprise is increasingly considered from
the viewpoint of gaining a competitive advantage, seeing that the technical equipment
of other firms may be the same as theirs and technology can often be acquired.
Organisation and management are more difficult to imitate and so determine the
characteristic of winning strategy i.e. uniqueness. If several firms possess a Ferrari,
success will depend on their ability to drive it!
The continuous evolution of technology and competitive and market dynamics
convince managers, though the firm may be only carrying out traditional activities
of production and control, of the wisdom of focusing greater attention on the
management of change and innovation. It should be deemed competitive and
strategic rather than confined to the mere role of supplier of specifics for the routine
activities.
The risks increase but also the opportunities. It is important to be prepared to
play a proactive role; if a project could be considered a wager on the future, this
should be the best that could be done and its pursuit the propellant of all the
activities.
The power to innovate and a firm’s success are becoming closely linked to its
ability to manage product development projects, service planning and improvements
in the firm’s internal and strategic processes – in short – management-byobjectives.
The change should be managed not just to avoid being swept away, but
to use as a competitive weapon.
If we define a project as a group of integrated activities aimed at carrying out
one or several objectives of quality within a certain time and with a limited budget
and availability of resources, it is clear how important project management is and
its close correlation with the firm’s performances.
This modus operandi, besides being the basis of industrial production, is
essential in civil and industrial construction sectors, engineering services and the
increasingly popular engineer-to-order and turnkey contracts. Its use can be
extended to the reorganisation of Public Offices and various research projects,
whether commissioned by local, national or European Community authorities, for
which a strict organisational–managerial approach is required
Stefano Tonchia - Personal Name
1st Edition
978-3-540-77543-0
NONE
Industrial Project Management Planning, Design, and Construction
Management
English
2008
1-237
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