Good Example Of Global Project Management For Global Engineering Companies Article Review

The greatest failure that engineering companies have made is that they do repeat the same practices like the past and so end up repeating similar mistakes. For the sake of their success, these companies need to foster their management into something new and for that to be achieved, their project management techniques needs to incur lots of changes in areas such as organizational structure, and even technology. These changes are not focused onto one particular nation or state, but the whole world. As time passes, the clients and customers will ask for reduced construction costs, reduced construction time, use of high quality construction materials together with equipment and quicker and prompt response to their needs. In other words, the global engineering market requires an extreme makeover with regards to their organizational structure, information technology and a better and newer way of thinking (Kini, 2000).
In terms of organizational structure, global engineering companies have usually worked in the design that parallel bodies report to the Chief Executive officer (CEO) and at the same time provide services to the customer. This type of structure has led to reduced flexibility in the construction market. Improved structure would then imply better flexibility between the market and construction site and so a decentralized structure is in order (Kini, 2000). Indeed, for the organization to plunge ahead into the markets and be successful the need for improved access to information and data is fundamental and this is best achieved through technology like the Information Technology systems. These systems will further the connections globally and the market of these companies will also be global. In addition to improved organizational structure and optimized IT systems, the employees of these construction companies need to think on a global scale for them to be successful in their endeavors. The engineers need to work together and divide the construction works in order to shorten the time spun of construction.
Another step forward towards the betterment of project management in engineering companies all over the globe, the project managers needs to explore and use the global community of suppliers in order to attain the best prices in the global market as well as the most efficient and quick supplier of goods to the construction site. This will in turn lower the labor rates, together with access to the construction materials will be made easier. Another step forward is for the project managers to be able to draw and utilize the local resources such as materials and methods in their construction projects (Kini, 2000). The construction sites for these companies are usually in areas that are remote and importation of materials and equipment can prove to be literally expensive and use of locally available raw materials will cut down on the extra costs. Indeed, the main goal for every project management is to ensure that the client’s needs are met. For that purpose, the final step towards the betterment of the global engineering companies is to ensure quality is maintained and this is through the application of the ISO standards in all the stages of the construction.
In a nutshell, the global engineering companies need to focus on the six elements of their construction projects in order to achieve maximum results from their markets. With regards to organization, they need to improve flexibility, technology has to be optimized for easy access and retrieval of data, their thinking needs to improve in such a way that they share the labor, the need to explore the supplier community to get the best prices and most efficient supplier globally, the utilization of local resources and methods in their construction to cut down the extra costs and finally, to ensure that the quality required together with the customer’s needs are met altogether (Kini, 2000).

Reference list

Kini, D. U. (2000). Global Project Management--Not Business As Usual. Journal Of Management In Engineering, 16(6), 29.