Türkiye'de inşaat proje yönetim firmalarının projeleri yönetim anlayışı ve ERP sistemlerin proje yönetimine sağladığı katkılarının analizi
Projects management mentality of the construction project management companies in turkey and analysis of contributions of ERP systems to the project management
Yazar: İLKNUR TİMURLENK
Danışman: ÖĞR. GÖR. MURAT KURUOĞLU
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü / İnşaat Mühendisliği Ana Bilim Dalı / Yapı İşletmesi Bilim Dalı
Derece: Yüksek Lisans, 2018
Konu: İnşaat Mühendisliği = Civil Engineering

Özet:
Türkiye'de inşaat proje yönetimi son zamanlarda gittikçe önemi artan bir alan olmuştur. Özellikle ekonomik sıkıntı yaşanan dönemlerde maliyeti ve zamanı yönetmenin satış sürecini yönetmekten çok daha faydalı ve çözümcü olduğu anlaşılmıştır.
Proje Yönetim firmalarının yönettikleri süreçlerin her projede birbirine çok benzer olmasına rağmen, yönetim metodolojilerinin farklılık göstermesi firmaların başarılarını etkilemektedir.
Bir Proje Yönetim firmasının asıl olarak yapması gereken, projenin lehine olacak her adımı önceden planlayarak sürece dahil olan tüm tarafları da bu yönde organize ve takip etmektir. Bir inşaat projesinin ne kadar büyük ve karışık bir süreç olduğu düşünülürse proje yönetiminin layığıyla yapılması için çok ciddi bir ekip ve organizasyonun gerekliliği de ortadadır.
Projenin başında karar verici merci yerine geçen PY firması, tasarım yapılırken sürekli eleştirisel bakan bir projeci rolünü üstlenir. İnşaatın uygulanması aşamasında PY firması, yatırımcı, proje ve yüklenici arasındaki köprülerdir. Sahada projeyi, yatırımcı adına yatırımcı gibi koruyan ama aynı zamanda gerektiğinde yüklenici refleksi vererek işin aksamamasını sağlayan bir pozisyonda çalışır. Bu süreçler her proje için ayrı ayrı takip ve organize edilir. Bu kadar işlemin yazılım desteği olmaksızın yapılması çok zor, uğraştırıcı ve hataya açık bir hal almasına sebep olur.
Bu çalışmada öncelikle proje yönetimi tanımlamaları ele alınmıştır ve Proje Yönetim firmasının yönetim şeklinin açıklanması amacıyla inşaat süreçlerinde; iş geliştirme, fizibilite, projelendirme, ihale yönetimi, şantiye süreci ve işletmeye devir sürecinde PY firmasının yapılanması değerlendirilmiştir.
Birden fazla projenin eş zamanlı yönetimi olarak ifade edilebilecek olan portföy yönetiminin genel hatları belirtilmiş olup bu çalışmaların hangi içerik ve sistematiklerle yapıldığı değerlendirilmiştir.
Proje yönetim şirketlerinin inşaat yönetimi çalışmaları kapsamında, ERP sistemine neden ihtiyaç duyulduğuna değinilmiş ve ihtiyaçları karşılamak amacıyla geliştirilen bir ERP modeli ele alınmış ve bunun tüm sisteme sağladığı faydaların analizi için kullanıcılarının katılım sağladığı bir anket yapılmıştır. Yapılan anket sonuçlarına göre ERP'nin sisteme katkıları analiz edilmiştir.
Yapılan ankette inşaat sektöründe yer alan kişiler dahil edilerek, onların gözünden de ERP'nin proje yönetimine katkılarının analizi yapılmıştır.

Abstract:
Construction project management in Turkey has become an area increasing in importance day by day in the recent times. Especially in the periods having financially difficulties, it is understood that to manage cost and time is much more advantageous and solver than to manage the sales process.
Even though the processes managed by the project management companies are very similar to the each other in each project, the difference in management methodologies effects on the success of the companies.    
The main thing to do for a project management company is to plan each step in favor of the project in advance, and to organize and to track all parties included in the process within this direction. Considering no matter how large and complex process has a construction project, it is obvious that very sensitive team and organization are required in order to perform the project management well.
Taking the role of a decision maker at the beginning of the project, the PY Company takes the role of a project designer, who takes critical approach every time during the design phase. In the construction phase, the PY Company acts as a go-between the investor, the project and the contractor. He works in a position that protects the project on site as an investor on behalf of the investor but that ensures the work to be performed without a hitch by providing a contractor reflex, if required in the same time. These processes are tracked and organized for each project separately. To do so much transaction without software support causes to be in a very hard and tedious situation that is open to faults.
In this study, project management descriptions are taken in hand first of all, and the structuring of PY Company is assessed in business development, feasibility, project design, tender management and site process as parts of the construction processes and in pre-commissioning process with the intention of clarifying the management method of the project management company. That the project management company takes part in each phase from the very beginning of the work in the construction processes is very important to reach the correct target with a controlled planning and to make the project continue in the correct way. Therefore, the teams that can participate in each step of construction phase and that have adequate information and talent must be present in project management company. 
In this study, duties and responsibilities of project management company in construction phases are examined taking in hand one by one for all steps. In the first phase, the feasibility process, PY carry put the evaluation devoted to taking investment decision. Created in this process, the feasibility analysis evaluates the project from economical, technical and financial perspectives. Because of the fact that the decisions can be taken upon investing, postponing the investment or not making an investment, the accuracy of the performed evaluation is very important. Moreover with the master planning performed in this process, some topics are assessed such as how will the construction process go on, what will be the concept, whether there will be stages in the project, or not. After that, in the design works process, it is also under the responsibility of the project management company that all the parties participated in the process (architect, engineer, consultants, sales and marketing authorities, etc.) work in coordination with each other, and that to continue deciding in favor of the project. Following this phase, the tender process is the process in which portfolio management benefits are seen mostly. That a market dominating project management company manages the tender process in a good way makes a huge contribution to the project in the meaning of quality and budget. In the construction process, it takes on tasks for process management, source management, quality control, computation, and cost management. In the pre-commissioning process, it manages the transition process between the construction application and commissioning, which are very different and independent to each other with regards to understanding and function. While the construction process continue, all documentation management and archiving are one of the other responsibilities of project management.              
The general terms of portfolio management is mentioned, which can be expressed as simultaneous management of the projects more than one, and which content and systematics are used for these studies is evaluated.
Within the scope of construction management works of the project management companies, it is referred herein why ERP System is required. An ERP model is taken in hand that is to be developed with the aim of meeting the requirements, and an evaluation is carried out regarding the advantages and shortcomings of this software by examining some preferred up-to-date ERP systems in the design phase of this and taking into account of user comments. It is realized during these evaluations that using a project management program integrated with the accounting means that the propensity to use an ERP system including all processes is very high. However, that the system works in this way causes an everlasting orientation and high cost. Whenever the budget and time to be wasted during the ERP transition process are not taken into account in the correct way, it is very hard for the system to be successful. The companies prefer to exclude some project shareholders out of the system in order to save both from time and budget as the process gets longer. This situation minimizes the advantages of ERP usage and makes it to serve as an archive, on which only data is entered. In order to create a bulky program that is not possible to be applied in a short time suck like this, project management software is fictionalized with more dynamical model requirement vision, which is more independent, and only exists within the project management scope, and on which everyone from investor to accountant that must be included in the system will monitor the system instantaneously.  
In this fictionalized model, an activity based system is created such like in several preferred ERP systems. One more advantage of entering the system in this way is that the activities existing in many projects can be compared with each other easily. In this way, quantity survey and budget estimations can be provided as yet in pre-design phase with the information received from other projects in the portfolio. The software model to be fictionalized can be figured out in two phases. First phase is design phase; second one is tender and construction process. 	In the design phase all activities are identified in the system, and the budget received from feasibility is identified in the system. This budget is revised in the following phases and variance analysis can be made. In the following phase, tender and construction phase, tender, purchase, contract, progress payments, and invoice modules are included. All tenders can be performed with transparency and digitally through the system. Thereby required revisions and comparisons can be performed easily, and tender data can be changed into a contract. Each item exceeding the contract amount is tracked by the system and thus additional contract and exceeding cause can be tracked. Progress payments can be prepared automatically only by entering quantity and unit price information in the system. Via the software that is fictionalized in this way, system operates without problem as specific to each project, and it can be integrated into another system, too.        
For analyze of the advantages of generally used ERP systems for the project management, a field research is performed by aiming the assessment via end-user. And a survey is carried out with user participation from the sector. According to the carried survey results, contribution of ERP system is analyzed. 
According to the assessment of this survey, it is possible to collect the contributions of ERP under four titles: man-power savings, cost optimization, hindering waste of time, and opportunity of a large communal archive.
The results of this carried survey confirms that ERP systems provide ease of application in project management; ease business follow-up, and gain favor for the project with the reports to be received from the system. Moreover, it is thought that the budget spared for ERP is a logical investment within regards of benefit-cost relation as long as it is used correctly.