Construction stage services cost more if the design is still being done when construction begins.

Target all the design to be done before construction begins.

If that is not possible, try to have complete deliverables packages complete before construction begins.

If design is still proceeding when construction starts, the constructors will require a lot more input from the designers, leading to higher design costs (in construction stage services).

Tagged with: construction stage services • deliverables • work packages

Filed under: Construction • Cost • Design • Planning

Most companies or organizations have multiple projects all pulling at resources to achieve their goals.

It is important that the program or projects manager be aware of what each projects status is and what the priorities need to be. These priorities should be managed and communicated with the department heads and project managers so that people are aware of where resources are needed most and where they should be allocated based on the overall goals (not just the goal of each individual project).

It is also up to the individual project managers to forecast what resources they will need so that proper planning of resource allocation can be done by management.

The ultimate priorities need to account for things such as late fees, penalties, the image of the organization, client satisfaction etc.

If proper planning and resource forecasting is done, there should not be a problem with multiple projects pulling at scarce resources (which leads to internal conflicts).

Tagged with: forecasting • goals • priorities • resource allocation • scarce resources

Filed under: Human Resources • Planning

Whenever painted steelwork or other equipment is to be lifted, transported etc, consideration should be given to reducing damage to the paint.

Slings, forklifts, chains or other equipment is often used and although it may not do structural damage, it can damage the protective coatings.

This then has to be repaired, repainted, and inspected.

Proper instructions (and equipment) should be given to the workers and contractors to use web slings or similar covered with a rubber hose or similar soft material to avoid damage to the paint.

Some workers may say don’t bother and that it can be touched up later. But this is not as good as the original paint, and repainting often has to be inspected by a certified paint inspector which can be very expensive and can delay the continuation of the project.

It is cheaper and quicker to do it right the first time.

Tagged with: instructions • paint damage • paint inspection • repainting

Filed under: Construction • Quality

If you work on an alliance project or any project where some tasks are done by a collection of organisations, make sure there is a clear and simple procedure for making purchase orders.

A designated group of people should be responsible for this and should know the system. That group should be able to process purchase orders for work even if that work will be paid for by the head companies and not the alliance.

For example, I needed to get some external design work done. I had an external person who could do a set of designs for a set price. Yet it took ten weeks to actually make the purchase order so that work could start, including 10 hours of my time in going backwards and forwards trying to sort the system out.

The process included these steps:

1. Try to find out which head company was paying
2. Get the correct forms for the purchase
3. Find the sub consultant agreement forms
4. Wait until the head company could send me the right forms
5. Fill these out and sending them to the head office accounts department
6. Get them returned to me saying they were wrong and a different form should be used (different people thought different forms should be used)
7. Send the agreement forms to the sub contractor to agree to.
8. Get them back with alterations.
9. Send them to the head office corporate solicitor to check and advise.
10. Get a new form recommended and send them again to the sub consultant for agreement.
11. Get agreement and then get signatures from alliance managers.
12. Send the signed form to the head company for signatures.
13. After agreements are all signed, give these and sub consultant details to accounts department for a purchase order to be made.
14. Get this purchase order signed by alliance managers
15. Get the purchase order signed by head company.
16. Alter purchase order and agreement because different designs are now required (because of the time delay some internal staff had done some designs themselves as they were needed urgently)
17. Get signatures again (alliance, head company, sub consultant.
18. Send purchase order and agreement to sub consultant for work to be commenced.

Many of these steps took one or two weeks for review and responses. It would have been cheaper, quicker, and easier to get these designs done internally and pay overtime to get them done.

Management cost to get these processed $2000

Cost of designs $8000

These costs do not include all the purchasing and accounts department time and costs, only the direct design management costs (my time and my manager’s time).

If there was a division in the alliance office who could do all this, I could have taken the sub consultant details and price to them and they could have done this whole process in less than one hour, at a cost of perhaps $50.

• They would need all the correct forms and agreements from the head companies.
• They would need to know who authorises these forms and have easy access to these people.
• They should know what forms and agreements are used for each purpose.

Tagged with: alliance project • forms • project delays • purchase order • sub consultant

Filed under: Cost • Design • Documentation • Procurement

Send time charge codes with meeting and function invitations.

If you send an invite/schedule booking to team members for a meeting, staff function, training etc, you should send the time code that they should book their time for that time under.

This will save them each individually searching or asking what they should book their time to.

This should also apply if you instruct someone to work on a different project than they normally work.

Tagged with: booking time • cost code • meeting invitations

Filed under: Communication • Cost • Time

Get to know your client contact more personally, not just their project specific details.

Find out their interests, other projects they are working on etc.

Possibly send them useful information, news clippings, etc on things you know they are interested in.

A lot of business is built on relationships, and knowing how a client works and responds can be very helpful when managing their projects.

Tagged with: business • relationships

Filed under: Client • Communication • Marketing

Presentations are often badly made, and are boring.

Don’t use lots of text in a PowerPoint presentation. A few key points on each page is better. This avoids the problem of the audience just reading the text and not listening to you.

Don’t give out a copy of the presentation text at the start, the audience may just read it and ignore you. I suggest you give it out after the presentation.

Tagged with: audience • PowerPoint • presentations

Filed under: Communication

Good communication is a key skill for a project manager.

Good design of the product is assumed by the client. The key to keeping things running smoothly and making the client happy is keeping them informed.
Give the client regular updates, even if there is nothing to tell them. Ask the client for feedback. Are they happy with the way the project is going, your communication with them, the deliverables, etc. If something is running late, tell the client and the reasons. Don’t assume they know it will be late or why it will be late. Often just telling them will satisfy them, instead of the client contacting you to say your deliverable is late.

Tagged with: feedback • key skill • project manager • regular updates • running late

Filed under: Client • Communication

Although alliance systems can lead to great cost and time savings, it is important to pay particular attention to internal communications and authorisation systems.

It can take a lot longer to get information circulated or authorisations done properly compared to if everyone was from the one company.

Verification of designs can be particularly time consuming as the designs may need to pass between lots of departments.

It can help to indicate clearly on the communications or forms who is responsible for replying or taking action, when that action is due by, and who they should return it to or pass it on to when they are completed. For other people copied in the communication, make sure it is clear that they are only copied for information only and do not need to act or reply.

Keeping urgent or important labels for truly important communications can speed the process.

If necessary, make a, simple to follow, one page procedure for processing documents (so that people can know what to do easily).

Tagged with: alliance • authorisation • verification

Filed under: Communication • Documentation • Time

Remember in your planning that the costs of materials are often less than the labour costs to install them.

Consider the ease and speed of installation even if the materials may cost more.

For example, laying asphalt may be more expensive in materials than using pavers, but it may work out to take less labour time than laying pavers and so the overall cost may be lower

Tagged with: installation • labour cost • material cost

Filed under: Cost • Planning

When running or coordinating a workshop or a presentation, make sure you have a printout of all the presentation so you can easily track where the presenter is up to.

Also make sure to have a printout of the schedule.

A printout is important as you may not be able to view it on the computer if that is connected to the projector and it is displaying the material to the audience.

Tagged with: coordinate • presentation • printout • schedule • workshops

Filed under: Communication • Planning

When you are making important decisions or preparing designs, get a second opinion on them before acting, because you may be coming from a biased or primed attitude.

(Primed is when you are thinking a certain way because of some previous input. It may cause you to think about the topic in only a certain way, and overlook better alternatives).

It is good to seek out the views of other team members on decisions and designs to get a different perspective.

Tagged with: bias • decisions • primed

Filed under: Design

If you want to get a collection of good ideas from your team, avoid using brainstorming. Brainstorming means everyone puts forward ideas in a group meeting, but people will often focus on the ideas presented so far (herd mentality).

Instead, use the nominal group method.

Each team member writes lots of ideas on paper about the topic (either before the meeting, or at the start). Once everyone is done, the coordinator should list all the ideas on a board so everyone can see them. This means all ideas get shown. Then you can discuss ideas, or vote on the best.

Tagged with: brainstorming • herd mentality • ideas • nominal group method

Filed under: Training

Make sure you allow enough time in your project plan for designs and drawings to be approved, internally as well as by the client.

It is common to need 1-2 weeks for each step of FDR (Final Design Review), IDC (Interdisciplinary Check), Verification, IFC (Issue For Construction) etc reviews and approvals, especially if more than one person must approve these.

It is important to keep track of the approval status of these and follow up on people to review and sign them. I often find that although people get notified, they overlook signing the reviews or it sits on a desk waiting and gets buried.

If all the approvers are collocated, it is often worth having someone walk the documents around personally to each person for their approval, this can dramatically reduce the time taken and stop the documents being buried under other work or being forgotten about.

Tagged with: approval • drawings • review • verification

Filed under: Design • Documentation

Document storage and retrieval is a vital aspect for most projects.

If your company doesn’t have a good file storage system then I would suggest you make your own.

For an electronic system, storage needs to be easy to use and logical.

I suggest you make a system of folders or similar with a standardised approach to their use.

E.g.

1. Correspondence
2. Design
3. Suppliers etc

I find that if there is no system or if it is badly organised I may spend about 25% of my time trying to figure out where to store files I made, or where to find files I am looking for.

Tagged with: documents • files • folders

Filed under: Documentation

Encourage or train team members to use their workspace effectively, safely and more productively by supplying good, comfortable adjustable chairs, wrist supports, etc.

This leads to less sick time, more comfort, higher productivity, and higher concentration.

It may pay for itself very quickly.

Possibly pay a physiotherapist or similar expert to visit and give advice on everyone’s desk or work station use.

Tagged with: comfortable • concentration • ergonomic • productivity • workspace

Filed under: Safety

Make sure your team is skilled and trained in using the basic functions of their computers as efficiently as possible.

Possibly run some short workshops on the use of keyboard shortcuts, quicker ways to do things, etc.

Put together a simple list of commonly used tasks that have easy shortcuts or quicker ways to do it. Such as using the windows + E keys to open a file explorer window.

Some people open many copies of folders or programs whereby their task bar is full of small tabs that are too small to show the title. This is useless. They should only open as many as can still be read.

The increased efficiency accross the entire office based side of a project can by substantial. Individual people can increase their efficiency by up to 30% or more.

Tagged with: computer skills • efficiency • shortcuts

Filed under: Time • Training

Encourage and discipline your team members to use neat writing when making notes on drawings or things which others must read or refer to.

Messy or illegible writing slows the reader down and leads to miscommunication. It can also lead to mistakes as someone may assume a word is different to what was intended.

The project manager should lead by example.

If you, as the project manager, receive unclear hand written correspondence or drawings with unclear writing, you should return it to the writer and ask them to re submit it to you either typed or written clearly.

This is a communication issue and mistakes could lead to costly delays or safety issues.

Tagged with: lead by example • neat • notes • writing

Filed under: Communication • Time

Identify the specialist expertise you will need for the project as early as possible.

This could include designers of specialised equipment or processes that are not normally done by your company or that your company has very few of.

E.g. Traffic signal designers, commissioning engineer for complicated equipment.

Tagged with: expertise • specialist

Filed under: Human Resources • Planning

Microsoft Outlook or similar programs allow you to send meeting requests to people. This is a quick and effective way for meetings to be set without wasting time calling around for available times.

If all members of your team use the calendar function properly, they would have all their meetings and busy times entered into their calendar. When you request a meeting of them, you will be able to see available times in a simple bar chart and book accordingly.

Tagged with: calendar • meeting request • meetings • outlook • schedule

Filed under: Communication • Human Resources • Time • Training