Project Management in FocusApril, 2007

プロジェクトマネジメントの現場 日建設計    FACT NIKKEN SEKKEI49The world of real estate has changed dramatically during the past decade, with the rapid proliferation of new investment vehicles such as REITs and evaluation procedures such as DCF. At the same time, standards for construction projects have become more and more stringent, as clients increasingly require lower costs, faster returns on investment, and greater accountability. Under such conditions, the value of rigorous project management is becoming increasingly recognized by many companies. Nikken Sekkei is also realigning its organization to expand departments that handle project management using the corporate keyword "+M." Nevertheless, the very concept of project management itself is still relatively new, with methods and techniques often in their formative stages. Below are a few of the project management trends and issues that Nikken Sekkei believes will be signicant as the future unfolds.Before the projectIn many cases, even when construction proceeds smoothly and accomplishes requirements, a finished project will fail to receive meaningful acclaim. Such lukewarm reception of the final result often arises from a failure to properly establish the scope of the un-dertaking—a fatal aw in project management. To avoid this kind of error, Nikken Sekkei is nurturing experts within the organization who have in-depth knowledge of various operations and business structures. At the same time, it makes ample use of specialists pos-sessing deep skills via a network of outside consultants. As time goes on, this approach will only become more vital in connecting management with construction.Realizing a beautiful city landscapeToday, progressively accurate and detailed valuation methods are providing ne-grained depictions of the nancial outcome of the Establishing and developing project management techniquesWhen a construction project is unsuccessful, the results mostly ap-pear in the form of an overrun in cost or schedule. Frequently, how-ever, failure results from a lack of communication within the team or an inadequate organizational structure. Quality, schedule, and cost are usually considered to be the core areas in project management, supported by procurement and pur-chasing, ordering strategy, communication administration, and risk management. Traditionally, the latter factors have been given less emphasis than the rst three, which has led to insufcient accumu-lation of engineering know-how. Even now, the implementation of project management decisions relating to these issues is often per-formed in an intuitive manner based on experience. This is especially notable in matters relating to communications and risk. The future should see a greater focus placed on these areas.project, creating an increased focus on its economic effects. How-ever, contributions such as the creation of attractive surroundings, beautiful landscapes, and other environmental benefits are not widely recognized as factors in most valuation processes. Because design and economics do not yet share a completely common language, the powerful contributions of aesthetics, ecology, and architecture to overall value are not fully appreciated. In the project management of the future, it will be essential to adequately as-sess the social dimensions of architecture and design. It will also be imperative to create an investment evaluation process that incorpo-rates such information in order to connect real estate management to the eld of design.Nikken Sekkei endeavors to achieve maximum prot for the client and to benet the social environment.Kenichiro Nakatani (NIKKEN SEKKEI)広い緑地を残すことで、美しい街並みを実現した東京ミッドタウン。 Tokyo Midtown realized a beautiful city landscape by keeping intact a vast area of greenery.