by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Aug Sep 2011
30 Project Manager • HISTORY 1. BARNES,NML&SHWEARNE 1993. ‘ T he Future for Major Project Management’; International Journal of Project Management 2. CLELAND, David I & William R KING Eds 1988. Project Management Handbook 3. FRAME , J Davidson 1990. ‘ Issues and Future Directions of Project Management Certification’; Proceedings of the Project Management Institute Seminar/ Symposium, Calgary, Alberta 4. HOVEY, Bruce 2010. ‘ History of the Project Managers Forum leading to the formation of the Australian Institute of Project Management’; Sydney, AIPM National Support Office 5. MORRIS, Peter W G 1994. The Management of Projects Technology: The development of cheap and powerful PCs from 1981 facilitated distributed data processing, and began to give people at the project ‘workface’ superior capability for controlling their own work , as well as coordinating with other project contributors and a central office. New and powerful programs were being developed to facilitate these processes. Change management: During the 1980s, the perception of project management as an appropriate methodology for responding to change, and as the most appropriate vehicle for initiating and achieving change, began to gain wider acceptance. This was to accelerate in the following two decades. The number and influence of stakeholders and other ‘interested parties’ on projects continued to increase, putting growing pressure on project managers to find acceptable solutions to the (often legitimately) conflicting needs and objectives of the various stakeholders and other interested parties. BOOT projects: Major Build Own Operate Transfer projects had rather a spectacular start in the mid-1980s with the launch of the Channel Tunnel, and the Hong Kong Second Harbour Crossing. These types of projects have since become quite common, in spite of many challenges involved in successfully managing some of the larger projects. ••• «CHEAP AND POWERFUL PCs GAVE PEOPLE AT THE PROJECT ‘WORKFACE’ SUPERIOR CAPABILITY» Sinclair Knight Merz (SKM) is a global force in delivering major projects for our Mining and Metals clients. We deliver large, iconic projects; work with high-profile clients; and are renowned for our innovative engineering and construction solutions. Our Mining and Metals business is now seeking experienced Project Managers skilled in EPCM, EPC and Program Management forms of project delivery. Project Managers and functional managers are required to join our Brisbane, Perth and Santiago teams. SKM Project Managers direct the success of projects and are responsible for the management of engineering, scheduling, contracts and procurement, construction, project controls, quality, health and safety, finance and administration activities. A key component of their role is to develop project teams, mentor and guide staff, manage healthy and constructive client relationships and be accountable for the construction performance. We pride ourselves on our track record of consistent and successful project delivery. If you’re an experienced Project Manager with a proven track record of leadership and delivery, then we want to hear from you. Please call Emma Winborne to talk more about a career at SKM +61 7 3026 7232 ProjEct ManagEMEnt oPPortunitiES THINKSTOCK
June July 2011
Project Manager Oct Nov 2011