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).

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1. Design Discrepancies
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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).

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1. Plan the use of your Resources Properly
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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.

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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.

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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.

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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.

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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.

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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.

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1. Agree on Deliverables
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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).

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2. Good Change Management System
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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

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