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It also means that a very significant part of the project duration is taken up on design, and sometimes clients do not understand why they do not see progress on site at an earlier date. This can lead to pressure on both the design team and the construction team to get ahead, and this desire to 'get on with it' can lead to expensive errors being made. There is a definite need to plan ahead. There have been famous examples of massive holes being excavated in the wrong field, simply because the site team had the machines available, good weather in prospect, and the enthusiasm to begin, even though final clearance of the design had not been given.
Much of this book therefore is devoted to explaining the essential features of the subject of project management and how it should be used. 28 Chapter 2 WHAT IS MANAGEMENT? THE CONCEPT OF THE TRANSFERABLE MANAGER It is often found that managers move from one industry to another with relative ease and success. This is seen as a way of bringing in new ideas and approaches, and is often used as a device to enliven an organisation which has become a little stale. However to make a transfer across the project/production divide is more difficult, because of the totally different culture and environment in which the work takes place.
It is the realisation of this fact that has led to the development of project management as a discipline in its own right, with not only a set of techniques but a whole philosophy or approach. R. Turner in The Handbook of Project-Based Management. It is the function of this present book to communicate this concept and present the essential material which is the basis of the subject. Many writers have addressed the question of showing the differences between production management (often referred to as operations management) and project management.