By: Nicanor Wong Arch
jnwong@caplima.pe
Summary: This article is intended for the design of the building activity designed as a process with a range of actors that must interact organically within process called management.
ideological After the revolt of the nineteenth century, especially the reform of industrial processes, architecture becomes closer and closer to metaphysical speculation and why not? Artistic, seeking its raison d'etre.
All building is the result of a process in which various actors have been involved. Like any entity tangible and material, is susceptible of improvement, not only from the materiality of the building but also of the many factors involved. These factors will not be reduced to the elements, techniques and tools but also building and basically people.
will be important to clarify that building as an activity, looking for a profit: profits. But can this be the last end of it? It is also clear that the building has a cause and a purpose. The case, an application and designed to meet a need. So what is to be located about the benefit and service in building activity? Most tend to place it in the middle, like the scholastic concept of virtue "in medio virtus" (virtue in the middle). As process technology uses this concept, it is optimal that the concept is the similarity between the two, between profit and service, both concepts must be assumed as one from the ethical and anthropological.
Indeed, the logic clear: to provide a service first have to "know" deliver. Ie, "no one can offer what has not." The ability have a range of knowledge, skills, tools and techniques to make a project viable is not locked into a cycle inorganic. Since it is people who interact in this process all undergo a change, however not all learning experience but also may mean error or ignorance. The recreation of wrong acts go against the concept of constructive activity and its purpose, against the benefit and service. It will be a vice. While virtue may be defined as the repetition of acts that improve the subject officer, the vice is the opposite.
W. Edwards Deming (1900-1993) introduced the concept of "Continuous Improvement Cycle", summarized in four stages going as an ascending spiral:
1. Plan: to study the current situation, define the problem, its causes and develop a plan for improvement.
2. Do: understand how to execute the plan.
3. Review: confirm that there has been an improvement.
4. Respond: to institutionalize the plan so that it is a standard action.
error Deming Cycle application is in the fourth. The institutionalization of a "way to" stop the cycle to be in contradiction with the "institutionalization" of it. It becomes a routine event, a paradigm whose meaning fades into the mind of the performer. Therefore
that the model could be corrected as follows:
1. Initiation: Defines and authorizes the project or phase. Set a limit.
2. Planning: define and clarify the objectives and plans the course of action required within established limits.
3. Execution: integrating people and resources to carry out planned.
4. Monitoring and control-measures and regularly monitors the implementation progress to verify the deviations from the schedule. Take corrective action.
5. Closing: formalizing acceptance of the product, service or result and concludes orderly project or phase.
This model, unlike the former is apparently linear start and end, but more effective than the first. Distinguish the efficiency of the effectiveness in the former tend to the ability - acquired - to produce a given effect while the second (effective) means the ability to get a perfection. Be because in the end result or where the efficiency becomes effective, where the power happens to act, where the benefit to service. The model, in fact, is cyclical and feedback to all implementing parties. I mean, the feedback loop and further will happen as a rotational movement between the planning processes (section 2) and implementation processes (3). Now this cycle, guided by planning (Section 2) within the limits of power (point 1) and end (point 5) it will be useless without the monitoring and control (Section 4). All points mentioned in this paragraph are for the implementation of building activity (point 5) but, what we call "monitoring work is part of its nature and without it, work is no doubt! But flawed and, therefore, less profitable, less useful.
Now, as the chapter of "Project Management Institute of Peru, in the" Guide to Project Management, PMBOK, fourth edition, 2008, states that there are forty-two processes within the Project Management, divided into nine areas of knowledge. Refer the most important (1):
1. Project integration management: a building project is the sum of parts but their integration. It is a case similar to the presentation of plans for a work, where the architecture does not match the structures and the previous two with the other specialties because each specialist is a sub-contracted, if there are changes in the architecture, creep problems in all other specialties so that rather avoid trouble and - as the municipalities reviewed los planos por separado con sus “Comisiones Técnicas”, pasa desapercibido. Un aparente “ahorro” para la empresa ejecutante. Nada más aterrador en el proceso de ejecución, cuando se delegue en la figura del “Supervisor” el inicio de una obra con planos distintos entre si y tenga que pedir cuentas a cada especialista en la compatibilización de los mismos para resolver problemas mayúsculos. Ciertamente esto no significa que el Proyecto Edilicio no sufra modificaciones en el trascurso del mismo pero, el área de “integración” ha de estar presente, en un “feed back”, durante todo el proceso, hasta el cierre o entrega de la obra. Los procesos de Planificación y de Seguimiento and control are important before and during implementation. One could say with certainty that, between what is the start of the work, with plans developed and harmonized among themselves to reach almost to completion, after a series of changes in its execution will be the key to success between benefit and service.
2. Project Quality: linked closely with the planning, implementation and monitoring and supervision. Quality is the product of human resources which count and communication between different actors in the process.
3. Project Procurement: although during the planning stage, procurement are being planned and purchased under budget, control and monitoring processes and ensure closure to write them a hundred percent operational by the standards of the period and the respective test runs.
Therefore, this project is to integrate: scope, time, cost, quality, human resources, communications, risk and procurement. It is worth noting that within the Project Process, there are two key points in the beginning and the end. These are key moments in conjunction with the processes of Monitoring and Control, Planning and Implementation. Of these key points, knowledge and practice of quality management, Human Resources and Communications will be essential.
While the process is a unitary whole, with a beginning and an end within a period of time. Just as time can be defined as a succession of moments as a before and after, in the management of a project, the execution time of a work shall have a rate of bonded phases that make up the life cycle of a project. The terminology will become industrial engineering applied to construction. The work of the architect is free to participate in all phases with varying intensity in the process of improving the quality of their service. Otherwise be relegated solely to the realm of abstract design.
Basically these phases are eight and each is likely to become a project itself, falling under the responsibility of a person or group of persons (so-called "stakeholders"):
1. Feasibility study
2. Process Engineering
3. Basic engineering design
4. Detailed engineering design
5. Pre-construction services
6. Procurement of capital goods
7. Construction
8. Final testing and commissioning
In conclusion, the construction activity is an organic movement, consisting of phases, with a specific purpose within a of time, involving different actors. Its key points are the beginning and end of the civic work within a process of improvement of all stakeholders through the monitoring and control work in progress.
References:
(1) Project Management Guide. PMBOK. 2008. Project Management Institute. 4th Edition. Chapter Peru. Peru
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