Foreword – Construction Project Management: Theory and Practice

Foreword

India is becoming increasingly noticed in the international arena for its infrastructure development. The country’s inherent infrastructure deficit, coupled with growth-oriented measures by the Government and increased private capex, drives the activities in the infrastructure sector many folds. With the Public–Private Partnership (PPP) model going full steam, fund is no more a constraint. Major deterrent, from my viewpoint, is the domestic project execution capabilities/project management consultancy (PMC) services.

In construction industry, the project management is traditionally learnt ‘on-the-job’, which is a long-drawn process and typically takes 3-4 projects before someone gets a grip of it. This was working fine till now, but going forward, with the kind of growth prospects being envisaged, this method would fall short of the demand. To meet the demand, many universities have started courses in Construction Technology/Management in engineering post-graduation. This helps the candidates to enter the construction industry with adequate knowledge about project management and, thereby, expediting the process of getting mastery over project management skills.

Most of the books in construction management used in India are written by foreign authors and, naturally, they give examples of methods and systems practised in their respective countries. Many a times, this results in a dichotomy of appreciating the system and doubting its applicability in Indian conditions. Ready application of knowledge is more important keeping in view the talent gaps mentioned above.

Mr. Kumar Neeraj Jha’s attempt to bridge this gap deserves a generous appreciation. It is quite clear that this book has been written after thorough discussions with the industry players and their vital inputs add immense value to the book. As the title suggests, the book focuses on both theory and practice. A lot of practical examples throughout the book will ensure that the concepts are learnt properly and retained in one’s memory. More importantly, all examples and jargons used in this book very much relate to domestic conditions and, therefore, the Indian readers will be able to appreciate the nuances of it easily.

The book covers all aspects of construction management from ‘concept to commissioning’. And, therefore, it not only caters to the needs of construction companies but also to concessionaires, consultants, independent engineers, subcontractors and other stakeholders in the construction industry. This book will also be a very good resource for the candidates pursuing post-graduate programme in Construction Management.

The knowledge management in the Indian construction industry needs marked improvement and this book will go a long way in meeting that objective.

 

K. V. Rangaswami

Member of the Board and President (Construction)

Larsen and Toubro Ltd