Archive for the ‘Project Management’ Category

Having Project Management Accountability but not Responsibility

In some organizations, the project manager is accountable for the success of the project, but does not have the right level of responsibility. You are typically asked to manage a project utilizing people when you do not have direct management responsibility over them. You may also find that your ability to resolve issues is hampered because you are not high enough in the organization and you must often rely on more senior management for help. In other instances, you may find that your ability to be innovative and flexible is constrained by organizational policies and inertia. (Read more..)

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Techniques to Build a Work Breakdown Structure

Break Summary Activities into Two or More Detailed Activities

Since you chose to break a summary activity into smaller activities, it does not make sense to only have one detailed activity under a summary one. If you do, the detailed activity represents the exact same work as the summary activity. This does not buy you anything. If this occurs in your WBS, you either need to: (Read more..)

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Creating the WBS

The process for building the WBS is as follows: (Read more..)

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A Quick Guide to Crashing a Project Schedule

by Diana Harding

What exactly is project schedule crashing? How do I use it? When is crashing NOT a good idea? If you’re a project manager, these questions will eventually hunt you down and find you. Read below for a quick guide to project schedule crashing. (Read more..)

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PMBOK 4th Editions Changes

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Estimate-To-Complete, or,…Guess What?!

By W. Scott Tidemann

During the life-cycle of a construction project, most contractors routinely predict in some fashion the project’s final job costs to determine whether it will be in a profit or loss position at completion. If these predictions are frequent, accurate and timely, the contractor can also often identify job problems, take appropriate action and mitigate or eliminate potential economic loss while the project is underway. Armed with this information, a contractor can make critical business decisions more confidently. (Read more..)

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Implementing Strategic Management in Construction

By Samer H Skaik 

Strategic thinking has engaged the brains of business leaders for centuries. Many books and researches have been developed to cover the strategy subject because of its importance. Organizations always seek to adopt dynamic and effective strategic management to secure proper growth and remain competitive.

Strategic management is necessary to any organisation particularly those working in construction where there is a rapidly changing environment with adverse competition and surprises which may act as serious threats to organisation stability. (Read more..)

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Time for technology

by Peter Hedlund

With squeezed margins and tighter control required on projects, technologies that can reduce costs, enhance productivity and manage risk are more valuable than ever. Collaboration technology – web-based systems for managing documents and correspondence on construction projects – are an example of this and there is a strong demand for these solutions in the current climate. (Read more..)

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3-D models cut construction disputes

In most construction projects, an architect builds a three-dimensional model and then creates two-dimensional drawings for the general contractor and the dozens of subcontractors who are typically involved in a big commercial job. (Read more..)

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Help Your Project Team Escape Meeting Hell

Written by Josh Nankivel    

Meetings.  Meetings.  Meetings. The end of another week.  I didn’t get the design finished like I had wanted to this week.  It just seems like there is so much to do, and so little time! This has been happening a lot lately.  What is going on here?  Why am I not getting things done? (Read more..)

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