DEPARTMENT OF PUBLIC WORKS: IMPROVED PROJECT MANAGEMENT
Responsibility for architectural design, engineering, construction management, and overall project financial management is diffused throughout DPW. The lack of an integrated approach to managing these functions leads to project development, approval, and completion delays, as well as a large number of change orders that lead to project cost overruns.
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Currently, there is little integrated management of construction-related processes. Exchanges between Departmental units involved in the various processes are transactional rather than collaborative. Aside from causing unnecessary time delays, the lack of coordination and information sharing ultimately results in costly change orders that might have been avoided.
There exists a need to develop comprehensive workflow maps for all construction-related processes. These maps should help identify areas where integrated reviews (e.g. architects, engineers, construction managers, contract administrators) can expedite workflows. Additionally, the mapped workflows will represent an important first step to reengineering the entire project management process.
Ultimately, efforts should be geared toward the formation of interdisciplinary project management teams consisting of architects, engineers, construction managers, and contract administrators to administer projects from planning through implementation. This would result in more precise and accurate drawings, value engineering, and minimal change orders.