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

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

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

Make sure you put a priority on tasks that other people require to be completed before they can start on their tasks.

Your team members may require you to approve something or send them something before they can proceed with work. It is very important that you put a priority on getting that task done and inform them of its completion. Otherwise you are slowing their work and costing more time and money than just your own time.

It may be necessary to do those tasks before you do tasks that have no dependencies.

Tagged with: dependencies • priorities • tasks

Filed under: Planning • Time

Consider seasonal influences on construction.

Wet/dry season, snow, monsoon, etc.

Be prepared for this and plan accordingly, with allowance for unexpected weather.

Tagged with: monsoon • rain • season • snow • weather

Filed under: Construction • Planning • Risk

Get to know the usual time schedules for producing plans, drawings, and designs in your organisation.
Estimates may be 2 weeks but people with experience in the organisation may know to double this when told 2 weeks by the design department.

Project managers should keep up with the designers for their project regularly to see what they are working on and what their priorities are.
Resources often get pulled onto other tasks/projects, so it important you stay informed.

Possibly escalate to the projects director if necessary.

Tagged with: design schedule • drawings • schedule

Filed under: Communication • Design • Planning

Using the Word Float

It is a good idea to avoid using the word “float” in a schedule or cost report to a client.

Instead you could use phrases such as “Critical Evaluation of final commissioning items”, or something similar.

Using the word “float” usually leads to management or the client wanting it reduced.

Of course only use the alternative wording if it is a necessary float and the words reasonably describe the use.

Tagged with: cost report • float • schedule

Filed under: Client • Communication • Documentation • Planning

Don’t schedule backwards from the end date.

Program the project logically. Do it forwards then adjust to fit for time.

If you do it backwards, you aren’t planning the project, you are just fitting schedule to match the end date, that won’t help achieve the tasks, and will probably mean you go past the scheduled date anyway.

Tagged with: end date • schedule

Filed under: Planning • Time

To increase stakeholder acceptance of a project give them ownership.

Do this by letting them choose delivery dates so that they will then support those dates.

For example, ask the production manager to give you the date they will complete the fabrication of a piece of equipment. Then put that specific date in the schedule and note that it was specified by that person. By seeing the date that they chose in the schedule they are more likely to accept the delivery dates of the project.

Tagged with: delivery • ownership • schedule • stakeholder

Filed under: Planning

A project manager should back off from the technical side of a project. Leave that for the people in those positions.

Don’t interfere in the process (methodology) that people use to deliver work.

You should manage the outputs or outcomes of the work, and what order they are done in, not how it is done.

Tagged with: manage • methodology • outcomes • outputs • process • technical

Filed under: Human Resources • Planning

Spend a few moments to consider where your project fits in with the business.

Tiny extra costs may not be worth the time or effort to try to reduce. You might spend more money trying to reduce them than the savings in doing so.

Prioritise tasks in terms of your project and also for your organisation. You might have something important for your project to do, but if doing so will delay many other projects even more, maybe you should alter that item to benefit the big picture.

Tagged with: big picture • prioritise • tasks

Filed under: Cost • Planning • Time

Make sure your team members always have work to do.

• Give them a list of lower priority tasks (such as improving certain systems) that they can do when they have no other tasks (particularly important for office workers).
• Give them a list of recommended training (short online courses) to do in their spare time (e.g. while waiting for results or feedback). Especially for new members who haven’t been given lots of work yet.

Along with giving them work to do, make sure they know how to do it, where to access it, and who specifically to talk with for clarification or further instructions.

Tagged with: courses • extra work • priority

Filed under: Human Resources • Planning • Training

Identify and Manage Risks Properly

• This enables you to reduce or eliminate risks.
• Helps you make plans for each major risk.
• Reduces the possibility of things going wrong in the project.
• If something goes wrong, you have a plan ready.
• Reduces stress on you as the project manager.
• Means you should rarely have to work overtime or on “emergency measures”

Tagged with: emergency • wrong

Filed under: Planning • Risk

Know the resource schedule of your project and of your organisation.

• What if another large project will start part way through yours?
• Will this reduce the number of resources available suddenly (drafting, design, fabrication, installation)?

Tagged with: resources • schedule

Filed under: Human Resources • Planning

Be sure to make a project organisation chart.

• Helps with assigning responsibilities
• Helps new team members identify the roles of the rest of the team and who to talk to for their tasks.
• Makes communication between team members easier.

Ideally list contact details in the chart as well.

Keep up to date (this is better if done automatically).

It wastes a lot of time in a big project trying to find someone only to discover they are not on the team anymore, so this is an important task.

Tagged with: contacts • organisation chart • responsibilities • rolse

Filed under: Human Resources • Planning

It is the responsibility of the project manager to organise priorities for the team members.

You should provide direction on what is the most important task.

You should settle conflicts between activities.

Provide things like the network diagram and critical path of the project to clarify to team members what work is the most important.

The PM should also give their team direction on the requirements for time, cost, scope, and quality.

Tagged with: activities • conflict • critical path • direction • important tasks • network diagram • prioritise • priority

Filed under: Cost • Planning • Quality • Scope • Time

The project manager should be held accountable for the failure of a project.

If you are a program manager (manage project managers) you should hold your project managers accountable.

This sounds obvious, but often this accountability is only mentioned at the end of a failed project.

The program manager should require regular (weekly) reports on status and at least monthly financial and schedule reports (performance measurements).

It is more difficult to hold a project manager accountable if he/she was not involved in the project from the start (initiation / tendering), including scope planning, schedule, costs, objectives, etc.

If the project manager is not involved from the start, he/she may blame a failed project (over budget or over schedule) to a badly estimated / planned tender.

If the project manager is involved right from the start, with the proper support and authority given, it is reasonable to fire the project manager of a failed project (unless the PM can show causes outside of reasonable planning or control of a PM, such as natural disaster in an area not prone to them).

This must assume the project manager has had proper training, not just someone thrown into the role of PM without training.

It must also allow time for training a new project manager to your organization in the internal procedures, templates, systems, etc.

In initiating, if a project manager believes the project is being underfunded, the schedule is unrealistic, or the price is too low, they should say so, change it, and then sign the changed project plan. A project manager should not accept an unrealistic schedule (unless agreement is reached with management that the project will make a loss or similar (such as breaking into a new market).

Accountability could mean loss of status/title, moving to an assistant project management role, or possibly being fired.

Tagged with: accountability • accountable • project failure

Filed under: Human Resources • Planning • Scope • Training

As a project manager you should aim to be proactive (prepare for problems before they happen) rather than just reactive (dealing with problems as they arise).

Proper planning and well setup systems help you to be proactive.

Tagged with: proactive • problems • proper planning • reactive • systems

Filed under: Planning