Engineering Management and Project Triangle

Abstract

There are complex and unforeseen difficulties with owner and architect/engineer relationships over long distances. Where the technical support to the owner is not readily available, both owner and consultant need to be more sensitive to each other's needs. A lack of communication skills and experience by both parties, budgetary constraints, and unforeseen conditions can result in failure, unless the project managers understand the need for special consideration of these problems. The key is communication—not only receiving directions but also recognizing the professional experiences of both parties and developing a trust and understanding of each other's position. The triangular relationship of cost, efficiency, and accuracy must be understood and negotiated before the project starts so that both owner and consultant understand the scope of work and the cost of the project. For the inexperienced engineering manager or consultant unfamiliar with remote sites, this relationship can strain the professionalism of both parties. This paper describes the engineer‐consultant management pitfalls inherent in long‐distance project management and any added costs, and provides “dos and don'ts” to manage a technical consultant or project by long‐distance. Understanding the project triangle is the key.