{"content":[{"text":"2","bbox":{"left":0.915294,"top":0.025921,"width":0.008186000000000027,"height":0.016877000000000003}},{"text":"are well defined in most of the projects since the work \n breakdown structure and the corresponding responsibility is \n usually requested by the owner for initial approval. The \n problem usually arises in the functional management at the \n owner side where the roles and responsibilities are not as clear \n as in the contractor side. \n 4.2. Team Acquirement \n Team acquirement is the process of obtaining the human \n resources needed to accomplish the project. It may include any \n additional stakeholder whose role has not yet been filled. \n Acquirement extends to engineers, contractors, subcontractors, \n and suppliers. \n Project staff assignments are the set of documents that refer to \n acquiring the staff officially. This parameter encounters serious \n attention in the construction industry. Most of the participants \n appreciated the documentation process for staff assignment, \n including the project WBS, procurement process, policies and \n regulations, recruitment rates, qualifications, required training, \n and resource allocation with respect to the project schedule. \n 4.3. Team Development \n Team development is the process of improving the \n competencies and interaction of team members to enhance \n project performance. In this process, individual and group \n skills need to be enhanced to improve the overall productivity \n of the project. Assessment of the performance is a milestone in \n the modern management processes. Team performance \n assessment provides a clear picture of an integrated working \n team. Unfortunately, despite the fact that most teams in the \n construction industry work together on several projects, the \n participants indicated that the assessment process is seldom \n conducted. This lack of assessment narrows the prospect for \n fast development and improvement in this category. \n 4.4. Team Management \n Team management involves the processes of following \n performance, providing feedback, resolving issues, and \n coordinating changes to enhance project performance [9], [10]. \n Managing team members on construction projects is a major \n challenge because of the loyalty to the functional manager in \n the governmental association. In the private sector, this aspect \n has been nullified, and most of the employees on the \n construction projects are following the project organization \n matrix. Team management is one of the poorest areas in the \n field of construction management in Kuwait. \n Another parameter that affects team management is the change \n in project staff that reduces the performance of the project \n drastically. This change has more effect when the change is in \n the top management of the project. Despite the fact that \n changes in the government managing positions are rare for \n construction projects; when it occurs, it can ruin the project in \n terms of time and cost. \n Corrective action is a serious parameter in team management. \n The impact of human resources corrective actions is similar to \n that for human resources change. The responses from the study \n showed that corrective action and changes in the Kuwait \n construction industry are carried out based on personal interests \n more than project requirements, in many cases.","bbox":{"left":0.511765,"top":0.062227,"width":0.4120069999999999,"height":0.863492}},{"text":"4%","bbox":{"left":0.23451,"top":0.075366,"width":0.018440000000000012,"height":0.016714999999999994}},{"text":"9%","bbox":{"left":0.203431,"top":0.082942,"width":0.018440000000000012,"height":0.016714999999999994}},{"text":"Owner \n Engineer \n Contractor \n Supplier","bbox":{"left":0.409902,"top":0.126957,"width":0.05759900000000001,"height":0.07368500000000003}},{"text":"21%","bbox":{"left":0.162451,"top":0.13726,"width":0.025401000000000007,"height":0.016715000000000008}},{"text":"66%","bbox":{"left":0.316667,"top":0.184684,"width":0.025401000000000007,"height":0.016715000000000008}},{"text":"Fig. 1 – Participants’ distribution","bbox":{"left":0.173725,"top":0.230466,"width":0.21725399999999997,"height":0.016877000000000003}},{"text":"4. HR MANAGEMENT PARAMETERS \n Four processes were considered in the study as per the guide of \n the PMBOK: planning, team acquirement, team development, \n and team management. Each process had its inputs and outputs, \n which were considered in this study as managerial parameters \n that affect the trend of the project. The following section \n elaborates the effect of these parameters as compiled from the \n discussions and responses by the professionals who \n participated in the study. \n 4.1. Planning \n Human resource planning is the initial process in human \n resource management. It is comprised of the determination of \n roles, responsibilities, reporting relationships, and the creation \n of a staffing management plan. With respect to planning, the \n study considered the environment of the project, including \n professionals who participate in the project, reporting \n relationships among the teams, cultural and language \n differences, and the level of trust apparent among stakeholders. \n The participants indicated that the enterprise environment is \n well established according to the defined items, due to a long \n experience with other international establishments and \n previously recruited consultants. \n Organizational process assets help project planning based on \n accumulated information from previous projects. The status in \n the government sector showed that these assets had already \n accumulated over the past years in the form of templates or \n checklists, roles and responsibilities, and safety considerations. \n In the private sector, the assets are not as well established as in \n the government sector. In addition, there is no commercial \n documentation available for the local market. \n One of the major planning documents is the project \n management plan that includes PM activities such as quality \n assurance, risk management, and procurement and contracts. \n Usually, the authorities request the full details to be submitted \n for approval through a strict documentation life cycle. \n However, the updating of the project management plan is not as \n strict as the initial approval. The weak point is that the \n preparation of the plan is prepared by the contractor or the \n project manager who is part of the private sector where only 5% \n of the employees are citizens. \n Roles and responsibilities must be clear in the project plan. \n Organizational planning involves identifying, documenting, \n and assigning project roles, responsibilities, and reporting \n relationships. In the private sector, the roles and responsibilities","bbox":{"left":0.076471,"top":0.26039,"width":0.411952,"height":0.668563}}],"images_bbox":[],"images_bbox_not_text_overlap":[]}