Improving The Organizational Project Management Of Construction Supervision Enterprise

Since its conception in 1998, the construction supervision industry, with the support of the state, has exploded into a massive business. At the end of 2008, it included more than 6000 companies, employing more than 540,000 workers. Due to the economical structure, they were not able to follow their goal of supervising the entire process; instead, they focused on safety and quality control of the construction phase. This led to the industry evolving into relatively small companies pursuing diversified goals. According to my research, the similarities of the available supervision provided by companies caused a destructive bidding war for contract, ultimately resulting in stagnation in positive development. As the"one invests, one takes responsibilities, and one makes profit"environment evolved, the investors created a new demand of the industry: a customized construction management service. At the same time, the state published a series of legislation encouraging construction design institutes and the construction supervision enterprise to expand their field of work, developing this new service. Many of the larger supervision companies have planned if not already started a transition to meet the customer's demands, a new project management service. As these companies are used to a single aspect of this new model, they cannot satisfy all of their customer's project management needs. The urgent predicament that these companies face in transforming the industry is their inability to effectively manage projects. In addressing these problems, this thesis focuses on the problems occurring during the transitional period of J Company, solutions to these problems from the project manager's point of view, and a fully developed proposal for positive advances.Sources for this study include past papers and case studies, first-hand interviews, and focus groups. First, I focused on the history and development patterns of engineering management services both locally and internationally; I conclude that due to a variation of the quality of work needed at different segments of engineering, the current management theory is inadequate. Next, this study, through Porter's Five Forces Analysis, PEST Analysis, VRIO Analysis, External Factor Evaluation Matrix, and Internal Factor Evaluation Matrix, evaluates the construction supervision industry's development model. Larger companies in this overseeing industry, such as J Company, employing aggressive development strategies, are transforming into providers of management and are diversifying into the management consultant business. Smaller companies, with their vague strategies, provide unique consultations. The key bottlenecks stopping J Company's development of a diverse management consultant service are experience in the industry and its Organizational Process Assets. Based on my analysis of construction management companies under the current economical conditions, the most important factor during the transitional period of such companies is the ability to control every aspect of construction process. With consideration of PMBOK Guide and Capability Maturity Model, I suggest, based on my evaluation of J Company's current managing abilities, a proposal for future development. Finally, I present a blueprint for the said company's main office. With all these aspects of this study, I present a process for an ordinary supervision company to increase their management ability and a real world implication of the said process.