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Management takes over (2015)

ARTICLE: (Article)

Title: The management takes over. (2015)

  • Author(s): Aurora Galán
  • Magazine (magazine): AV Arquitectura Viva 178
  • Summary: Management represents the least visible part of a project, as well as being the traditionally weakest link. When we talk about project management we refer to a substantive question: how a process is 'weaving' a process that allows the witness to pass a new infrastructure, as planned and painlessly, to its direct users and to society. The existence of phases, activities and the agents necessary for the development of a project only ensures progress, but not that the process is given in an organized manner to achieve an intended, desirable and controllable purpose.

    The definition of investment or targeting and the implementation of infrastructure are the two phases that direct the development of a project. They are generally relegated phases and in which the most uncontrolled creativity is given. That's why, from the point of view of project management, they must take all the prominence.

    Building and designing are just two phases of a larger gear, and being aware of it helps us to give more accurate answers: they are the most visible phases of the gear and those that should focus all the interest of the architect when his role is professional exercise.

    A project is successful if it has been managed well. When a project fails, there have certainly been management errors. This affects the design and its quality, since part of the management process is to select the right designers, properly draft their contract, define requirements and needs, respect the concept of the design and defend it throughout the process, and also, to sometimes, give up their materialization.

    Project management is a chain of decisions that begins when an investment begins to be invigorated to meet a detected need that could lead to the construction of a new infrastructure. This happens within an organization, the promoter, which will be the key player. The realization of this new infrastructure is an intense but time-limited work, to which new resources have to be allocated. That's why the developer turns to specialized external teams that complement the organization. These teams are sized and structured according to the needs and possibilities of the client and their culture, and are incorporated into the organization when requested, in any of the phases. In addition, the customer's work culture will condition the outcome.

    Project management can be practiced from inside or outside an organization, in the external case participating in a specialized team that brings knowledge, procedures and experience in order to achieve the intended objectives.

    Project management can be practiced from inside or outside an organization, in the external case participating in a specialized team that brings knowledge, procedures and experience in order to achieve the intended objectives.

    To manage a project it is necessary to implement objectives, strategy, leadership, an organized team and procedures for the efficient and effective development of all activities. Along the way there will always be uncertainties, problems and surprises. It is about managing a dynamic process for which it is to be perpetrated, a process that in each project is different (especially if the management is international, with actors from different countries and cultures).

    Managing projects involves managing tensions and conflicting interests by generating a common vision; involves managing changes and risks, and managing communications between partners; it involves working with specialists in many fields and preserving the perspective of interdisciplinarity and the perception of the process as a whole.

    This work is linked to humility, 'invisibility', confidentiality and the leadership and orientation of the joint work. Project management consists of a deep team effort, with a strong dose of reality, efficiency, resilience and commitment, and the ability to succeed and unforeseen is undoubtedly its most creative dimension.

  • Abstract: Management represents the least visible part of a project, as well as being the traditional weakest link. When we talk about project management, we are referring to a fundamental question: how a process is going to be "woven" that allows the passing of the witness of a new infrastructure, as planned and painlessly, to its direct users and society. The existence of phases, activities and the agents necessary for the development of a project only guarantees progress, but not that the process is done in an organized way to achieve a predicted, desirable and controllable purpose.

    The definition of the investment or establishment of objectives and the putting into use of the infrastructure are the two phases that direct the development of a project. These are generally relegated phases and in which the most uncontrolled creativity occurs. Therefore, from the perspective of project management, they must take full ownership.

    Build and design are just two phases of a major gear, and being aware of it helps us to give more accurate answers: they are the most visible phases of the gear and those who should focus all the architect's interest when his role is professional practice.

    A project is successful if it has been well managed. When a project fails, there have been undoubtedly been management errors. This affects the design and its quality, since part of the management process is to select the right designers, write your contract correctly, define requirements and needs, respect the design concept and defend it throughout the process, and also, sometimes , it's materialization.

    Project management is a chain of decisions that begins when an investment begins to be planned to cover a detected need that could lead to the construction of a new infrastructure. This happens within an organization, the promoter, who will be the fundamental actor. The materialization of this new infrastructure is an intense but limited work in time, to which new resources must be assigned. That is why the promoter uses external specialized teams that complement the organization. These teams are sized and structured according to the needs and possibilities of the client and their culture, and are incorporated into the organization when requested, in any of the phases. In addition, the client's work culture will condition the result.

    Project management can be practiced from within or outside of an organization, in the external case participating in a specialized team that provides knowledge, procedures and experience in order to achieve the intended objectives.

    Project management can be practiced from within or outside of an organization, in the external case participating in a specialized team that provides knowledge, procedures and experience in order to achieve the intended objectives.

    To manage a project it is necessary to implement objectives, strategy, leadership, an organized team and procedures for efficient and effective development of all activities. On the road there will always be uncertainties, problems and surprises. It is about managing a dynamic process for which it is necessary to equip itself, a process that in each project is different (especially if the management is international, with actors from different countries and cultures).

    Managing projects involves managing conflicting tensions and interests, generating a common vision; it involves managing changes and risks, and managing communications between the partners; It means working with specialists in many fields and preserving the perspective of interdisciplinarity and the perception of the process as a whole.

    This work is linked to humility, to 'invisibility', to confidentiality and to the ability to direct and guide joint work. Project management consists of a deep team effort, with strong doses of reality, effectiveness, resilience and commitment, and the ability to get ahead in the face of resistance and events is undoubtedly its most creative dimension.

  • Link: http://www.arquitecturaviva.com/es/Info/News/Details/7964

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