【正文】 ke remendations on design improvements, construction technology, schedules and construction economy. 2. Propose design and construction alternatives if appropriate, and analyze the effects of the alternatives on the project cost and schedule. 3. Monitor subsequent development of the project in order that these targets are not exceeded without the knowledge of the owner. 4. Coordinate procurement of material and equipment and the work of all construction contractors, and monthly payments to contractors, changes, claims and inspection for conforming design requirements. 5. Perform other project related services as required by owners. Professional construction management is usually used when a project is very large or plex. The anizational features that are characteristics of megaprojects can be summarized as follows: 1. The overall anizational approach for the project will change as the project advances. The functional anization may change to a matrix which may change to a project anization (not necessarily in this order). 2. Within the overall anization, there will probably be functional, project, and matrix subanizations all at the same time. This feature greatly plicates the theory and the practice of management, yet is essential for overall cost effectiveness. 3. Successful giant, plex anizations usually have a strong matrix type subanization at the level where basic cost and schedule control responsibility is assigned. This subanization is referred to as a cost center or as a project and is headed by a project manager. The cost center matrix may have participants assigned from many different functional groups. In turn, these functional groups may have technical reporting responsibilities to several different and higher tiers in the anization. The key to a cost effective effort is the development of this project subanization into a single team under the leadership of a strong project manager. 4. The extent to which decisionmaking will be centralized or decentralized is crucial to the anization of the megaproject. Consequently, it is important to recognize the changing nature of the anizational structure as a project is carried out in various stages. OwnerBuilder Operation In this approach an owner must have a steady flow of ongoing projects in order to maintain a large work force for inhouse operation. However, the owner may choose to subcontract a substantial portion of the project to outside consultants and contractors for both design and construction, even though it retains centralized decision making to integrate all efforts in project implementation. Turnkey Operation Some owners wish to delegate all responsibilities of design and construction to outside consultants in a turnkey project arrangement. A contractor agrees to provide the pleted facility on the basis of performance specifications set forth by the owner. The contractor may even assume the responsibility of operating the project if the owner so desires. In order for a turnkey operation to succeed, the owner must be able to provide a set of unambiguous performance specifications to the contractor and must have plete confidence in the capability of the contractor to carry out the mission. This approach is the direct opposite of the ownerbuilder approach in which the owner wishes to retain the maximum amount of control for the design construction process. Leadership and Motivation for the Project Team The project manager, in the broadest sense of the term, is the most important person for the success or failure of a project. The project manager is responsible for planning