Projects like the Water Supply Network were broken down into the construction
of pipelines and construction of reservoirs.
However, to check the overall implementation, there were meetings at more or
less regular intervals with the Ministry of Public Utilities (MPU) to monitor
progress.
The overall management of such a multi organisation project is not difficult if a
proper breakdown is carried out in the early stages.
22.9.3 Management Limitations
“Failing to plan is planning to fail”, so the saying goes. What is there in Project
Management that ensures success? There are so many examples where project
managers were employed and yet the Project did not live up to expectations on
different counts:
• late delivery of completed project
• project cost considerably exceeded
• inadequate performance during operation
22.10 The Project Management Cycle Re-visited
Figure 22.7 shows Fig. 22.5 once more, with the different management
responsibilities.
The Contractor is involved at two stages: at the tendering stage and during the
construction/implementation stage.
The Consultant will have been called in near the inception of the project, and if
his services are satisfactory, will be involved until implementation is over. Otherwise, he may have been replaced, or the Promoter may simply have intended to
employ different consultants for the design and construction stages. This is not
always the best option.
The Promoter is involved from start to finish with the project. In fact, even
beyond the project completion, because, he has to see the project not only
Table 22.2 (Sub)projects within a project
Sub-project
Responsibility
1
Construction of the Midlands Dam
MPU
2
M1 Pipeline for irrigation in the North
IA
3
Water Supply Network from Nicolière
CWA
4
Road diversion works at Midlands/La Pipe
RDA
5
Relocation of people living at La Pipe to XVI
th Mile
NHDC
22.10 The Project Management Cycle Re-visited
647
of pipelines and construction of reservoirs.
However, to check the overall implementation, there were meetings at more or
less regular intervals with the Ministry of Public Utilities (MPU) to monitor
progress.
The overall management of such a multi organisation project is not difficult if a
proper breakdown is carried out in the early stages.
22.9.3 Management Limitations
“Failing to plan is planning to fail”, so the saying goes. What is there in Project
Management that ensures success? There are so many examples where project
managers were employed and yet the Project did not live up to expectations on
different counts:
• late delivery of completed project
• project cost considerably exceeded
• inadequate performance during operation
22.10 The Project Management Cycle Re-visited
Figure 22.7 shows Fig. 22.5 once more, with the different management
responsibilities.
The Contractor is involved at two stages: at the tendering stage and during the
construction/implementation stage.
The Consultant will have been called in near the inception of the project, and if
his services are satisfactory, will be involved until implementation is over. Otherwise, he may have been replaced, or the Promoter may simply have intended to
employ different consultants for the design and construction stages. This is not
always the best option.
The Promoter is involved from start to finish with the project. In fact, even
beyond the project completion, because, he has to see the project not only
Table 22.2 (Sub)projects within a project
Sub-project
Responsibility
1
Construction of the Midlands Dam
MPU
2
M1 Pipeline for irrigation in the North
IA
3
Water Supply Network from Nicolière
CWA
4
Road diversion works at Midlands/La Pipe
RDA
5
Relocation of people living at La Pipe to XVI
th Mile
NHDC
22.10 The Project Management Cycle Re-visited
647