Archive for the ‘Project Management’ Category

We do not negotiate! Or do we?

by Conrad Egbert
With the market having fallen 40% until now, many clients, contractors and suppliers across the region have begun to renegotiate contracts. CW talks to some of the top experts in the industry to find out what they think about the trend. Last week, CW discovered that City of Arabia – the Ilyas & Mustafa Galadari owned US $3 billion development – is currently renegotiating certain contracts. (Read more..)

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Manage Change

Manage Change

It is said that the only constant in the world is change. You can make perfect plans, but they cannot account for every potential change that may occur. The longer your project, the more likely you will be dealing with changes. This is one reason why the TenStep process understands that the initial definition and planning processes do not have to be perfect. You and your team need to do the best job you can given what you know at the time. That is good enough. After that you need to manage the changes. (Read more..)

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Negotiating With a Client’s Representative Requires Different Tactics

By Michael Strogoff, AIA

Effective negotiating requires that parties understand each other’s goals, aspirations and underlying concerns. Some of these can be ascertained indirectly: clients can gain a preliminary understanding of what’s important to design professionals through reading their statements of qualifications and other marketing collateral; design professionals can gain insight into a client’s perspective through reading their request for qualifications, talking to design professionals that previously worked with the client, or through third parties that know the client. No matter how much prior research is done, however, it is only when parties meet in person to negotiate that they can fully understand what drives each other. To design professionals, this means negotiating with a client’s key decision-maker. (Read more..)

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Check Your Project for These Four Warning Signs

Obviously your project is in trouble if you are missing deadlines and consistently exceeding the estimated effort and cost to get work done. However, you may have a project that actually appears to be on schedule, yet you are concerned about potential problems down the road.

There are things that you can look for that will give some sense as to whether there are potential problems lurking. At this point you cant really call them issues or problems, but they can be identified as risks that have the potential to throw your project off in the future. (Read more..)

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Post Contract Construction

The change from pre-construction to the construction stage reflects all the preparation required to define your project that allows the construction work to start on site. (Read more..)

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Pre Construction Stage in Projects

At this stage the project brief should be finalised, a preferred option agreed and the detailed design should be delivered within the identified parameters of cost, time and quality. Clear definition of the project is necessary in order to attain a successful outcome.
Previous Actions
Preconstruction encompasses the development of the detailed design, formulation of the tender documentation, undertaking the tender process and concluding the contract documentation. The choice of procurement route will determine how much of these stages overlap but by the start of this stage, a number of issues will have been addressed and actions taken, including the following:
Feasibility completed
LSC support for preferred option attained
Alternative site secured, disposals agreed
Surveys and statutory requirements concluded
Statutory authorities, utilities information concluded including consultation with the planning offices
Development cost plan prepared
Project team appointed. This should include main contractor representation as soon as is practical.
Project execution plan and programme established
Statutory Obligations
It is the duty of the design team to effect compliance with a statutory control and attain the appropriate consents e.g. consents for planning, Building Regulations, means of escape. Planning approvals can be a complex process and may require the appointment of specialist consultant to assist in attaining a successful approval.
Value Engineering
This is a process of examining the function of a building to ensure that it is delivered in the most cost effective way. It involves reviewing the design proposals at each stage of the design process to analyse whether client objectives have been achieved without over design or specification and at minimum cost. In major and complex projects this process may be best facilitated by a specialist in this field. In less complex projects this can be lead by the project manager.

At this stage the project brief should be finalised, a preferred option agreed and the detailed design should be delivered within the identified parameters of cost, time and quality. Clear definition of the project is necessary in order to attain a successful outcome. (Read more..)

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Tender Process

The tender process will be dictated by the choice of the procurement route. This will include short listing contractors including compliance with the European Union directives, issuing tender documentation, receiving tenders, tender interviews and selection. As an alternative to this competitive tendering process, tenders may be negotiated where this proves to be a better option for obtaining value for money. (Read more..)

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Project Kickoff

Projects don’t always go through an organized sequence of planning, approval and execution. Sometimes a project is in various stages at once. Before you know it, you can be executing the project and find that team members and stakeholders have varying levels of understanding about the purpose and status of the project. Just as a project should have a formal end-of-project meeting to signify that it is complete, it also makes sense to hold a formal kickoff meeting to start a project. (Read more..)

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Be careful when you terminate a contract

In the current economic climate, there is growing interest in whether a contract can be cancelled, if one party is no longer able to fulfil its obligations due to financial difficulties.

A basic principle of contract law is that the contracting parties must perform their obligations with good faith and in a manner consistent with the contract. However, subject to this basic principle, a party to a contract that is subject to UAE law, can seek to end the contract in one of three ways: (Read more..)

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Manage Political Problems as Issues

Manage Political Problems as Issues
The larger your project gets, the more you will find that the issues you encounter are more and more political in nature. The issues have to do with the use of resources, project direction, project deliverables, how the project should be run, how the project impacts people, etc. The resolution of these issues requires you to gain consensus among people that have differences of opinion. In other words, the resolution requires you to recognize and work in office politics.
Generally speaking, politics is all about interacting with people and influencing them to get things done. This can be a good thing, a bad thing, or a neutral thing, depending on the tactics people use. The behavior of people can make office politics good or bad. Let’s consider some examples of how utilizing political skills might be good, but can also be bad.
You are able to move your ideas forward in the organization and get people to act on them (good), by currying favor, suppressing other opposing ideas and taking credit for the ideas of your staff (bad).
You have an ability to reach consensus on complex matters with a number of different stakeholders (good), by working behind the scenes with people in power, making deals and destroying people who don’t get on board (bad).
You receive funding for projects that are important to you and to your organization (good), by misrepresenting the costs and benefits, and by going around the existing funding processes (bad).
You develop a reputation as someone who can get things done (good), by using legitimate and illegitimate tactics and by walking over people that get in your way (bad).
The point of the examples is to show that influencing people and getting things done in a company bureaucracy is a good thing and the general term of “office politics” can have good connotations or bad. However, the typical use of the term is used to describe the shady methods that are used to get things done in the company bureaucracy.
It is not uncommon for a project team to be impacted by office politics. This can occur when there is a difference of opinion on the project deliverables, requirements, scope change requests, risk perceptions, etc. Are these differences of opinion caused by office politics, or just a legitimate and valid difference of opinion between people who both think that they are representing the best interest of the company?
Dealing with office politics is not a standard project management process. However, once the politics start to impact the project adversely, the situation should be identified as an issue, since the resolution is outside the control of the project team. You can’t utilize a checklist to resolve political issues. Political problems are people-related and situational. What works for one person in one situation may not work for another person in the same situation because people, and their reactions, are different. Identifying the problem as an issue will bring visibility to the situation and hopefully get the proper people involved in the resolution.
Generally, project managers need to become good at identifying and trying to resolve political issues. There are three areas to work on.
Try to recognize situations and events where politics are most likely to be involved. This could include decision points, competition for budget and resources, and setting project direction and priorities.
In general, deal with people openly and honestly. When you provide an opinion or recommendation, express the pros and cons to provide a balanced view to other parties. Make sure you distinguish the facts from your opinions so the other parties know the difference. You should always try to communicate proactively with all stakeholders.
If you feel uncomfortable with what you are asked to do, get your sponsor or your functional manager involved. They tend to have more political savvy and positional authority, and they should be able to provide advice and cover for you.
If you feel good about what you are doing, how you are influencing and how you are getting things done, then you are probably handling office politics the right way. If you feel guilty about how you are treating people and if you have second thoughts about the methods you are using to get things done, you are probably practicing the dark side of office politics.
tenstep.com

The larger your project gets, the more you will find that the issues you encounter are more and more political in nature. The issues have to do with the use of resources, project direction, project deliverables, how the project should be run, how the project impacts people, etc. The resolution of these issues requires you to gain consensus among people that have differences of opinion. In other words, the resolution requires you to recognize and work in office politics. (Read more..)

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