Customization of Project Planning and Its Execution
Varsha Vilas Doijad1, A. K. Gupta2
1Ms. Varsha Vilas Doijad, Department of Civil Engineering, Sanjay Ghodawat of Institution, Kolhapur, India.
2Dr. A.K. Gupta, I/C Principal, Dr. J. J. Magdum College of Engineering, Jaysingpur, India.
Manuscript Received on July 15, 2015. | Revised Manuscript Received on July 20, 2015. | Manuscript published on August 20, 2015. | PP: 1-10 | Volume-3 Issue-9, August 2015. | Retrieval Number: I0653083915/2015©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Project Planning is one of the key functions of Project Management for timely and successful implementation of any project. The time frame available for any industrial project to be executed is very less and to make the matter more difficult the statutory clearance & approvals from government often take longer than expected thus further reducing the available time. This study contributes to project management needs some flexibility during project execution to adjust to emerging needs of the project and to take advantage of increasing knowledge about the nature of the project and the project management becomes flexible, efficient and effective. The purpose of these project management guidelines is to organize, plan and control the projects. They are designed to help to maximize the potential for the projects to succeed by helping the address each element of the project at the right time and to the right level of detail for the size and complexity of the project. Thus the understanding of project planning and its execution in construction is an important part of project management. The priority of success factors identified in this research is not reflected in the literature because in this research, success was defined more broadly than just delay. For example, organizational planning was ranked the most important factor in the literature, but in this research it was ranked the second most important success factor. This discrepancy in the ranking of success factors could be explained in a number of ways. First, this work limited the number of success factors to seven, which may have affected their priority. Secondly, the work focused on the delay factors relevant to the building construction process, whilst the literature mostly identified success factors based on overall construction projects, or on a particular segment of a construction project such as productivity, quality or procurement.
Keywords: Building construction process, Project Management, Success factors, Productivity, Procurement.