PROJECT
MANAGEMENT COMPENTENCY OF A SMALL CONTRACTOR – A CASE STUDY OF KIEN TAO LTD COMPANY
By
Tu
Thien Tu
Abstract
It is necessary to
assess current project management competencies in
the small contractors in Dong Nai province, particularly to
meet the needs of the economy
and social development
in 2010 and 2015.
Therefore, this study will provide information related to the project
management competency to develop
construction industry in Dong Nai Province .
In
the context of
globalization, Vietnam was chosen the market
economy to its economic
development. This prompted the
development of Vietnam economy and provides
many opportunities for the construction industry. But small contractors
will face many challenges in the market economy. This
study will focus on project management competencies
that the small
contractors have to face. Due to time limitations,
author will just focus on the evaluation
of three criterias in the project management
competencies; they are cost, quality and time
management competency.
For this study, authors will be
based on the evaluation criteria to assess the actual situation of cost,
quality and time management competency of a small contractor in
Dong Nai. As a result, author
will find the
strengths, weaknesses and propose
solutions to improve project management efficiency of this small
contractor.
Executive summary
Rationale of research
This research has been conducted to identify project management
competencies for small contractor
Objectives of study
To
study, clarify the role of project management competency for small contractor
company. And develop frame work for improvement of project management
competencies in small construction company.
Methodology
The exploratory method is used to review the literature and study project management competencies in cost,
quality and time of Kien Tao Ltd Company.
Findings and conclusion
The evaluation of the project management
competencies for constructional enterprises in Vietnam is now very important
because they not only suffer from competition in the domestic but also from
foreign countries. This is even more important for small contractors because they
are not enough experience and knowledge to promote the advantage of project
management competencies. We can assign
the function of managing the project into eight specific
functions as follows: Project Scope Management, Project Time Management,
Project Cost Management, Project Quality Management, Project Human Resource
Management, Project Communication Management, Project Risk Management and
Project Procurement Management. This study focused in three functions of them,
they are Project Cost Management, Project Quality Management and Project Time
Management.
·
The project management
competency in cost of Kien Tao is at acceptable
level. Cost management competency of leaders is good
because they have experience and
knowledge. Besides they are also paid their time on Cost–Benefits Analysis and Budget Constrains. The baseline cost is
implemented in projects. The project manager has good competency in controlling
cost during project. However, the size of its own capital is very
small, narrow, not enough funding for the
production-efficient
business, particularly for technology upgrading and development. Leaders play an
important role in cost management, but they conduct almost related works. As a
result, they don’t have enough time and experience to do anything in the best
way. According to the result, their competency in conducting List of Resource
Requirements, Cost management plan, Cost baseline and Chart accounts work is
needed to improve.
·
The
project management competency in quality
of Kien Tao stills many
issues to improve because the current quality management
system is no good. The quality
standards of the company's project
is based on the criteria given by owners, because most owners have hired
consultants to perform the design,
set quality standards and supervise works closely.
Project’s quality management is under
the supervision of the consulting
unit and owners. Awareness and
skilled workers has
contributed to improving the
quality of works. However, quality management competency of leadership is not
high; they are still heavily
dependent on the support and
supervision of the consultant and
owner. Project manager is the Vice director who have to manage sale, finance as well so that the ability to implement project quality management is limited. The project manager did not pay much attention to the creation of quality documentation requirement,
quality management plan, plan metrics
and the company's quality checklist for each
project. Even they do not make
Lessons Learned and
Metrics summary report after finish
projects.
·
The
time management competency of project manager is still many
problems to be changed and enhanced. There are still many construction projects were late; this has impact
to the company's reputation.
Despite the delay caused by many sides such as investors, consultants, weather. but
there is still some delay due to low level in time management competency
of KienTao.
·
KienTao
should apply the international standards ISO 900 to promote the production of
high quality goods and services. The application of the
ISO standard
will help
the company
operates more
efficiently, it also will
create confidence among
potential customers.
·
The company organization will be restructured to improve project management more
efficiency.
·
The teams
of the company should be re-organized.
·
Kien
Tao needs to open trainings
courses for team's members to enhance their knowledge and skills for them, especially the skills to improve cost,
quality and time management in projects.
·
Kien
Tao should hire a professional project manager with high
knowledge and experience to
manage its projects.