Estimating Productive Hours per Day
When estimating effort hours, duration and cost, you must start off with an estimate of effort hours. Without an idea of the effort hours, you cannot accurately estimate duration or cost. [Read more…]
When estimating effort hours, duration and cost, you must start off with an estimate of effort hours. Without an idea of the effort hours, you cannot accurately estimate duration or cost. [Read more…]
Building designs
by Dennis Brand
Perhaps the best way to describe design and build contracts is to explain what they are not. The traditional design-bid-build contract is a sequential process of phases or stages in which the owner or developer first contracts with a design professional to prepare a concept or basic design, then later a detailed design that is suitable for construction. This will include plans and specifications that when complete will be used to solicit competitive bids and finally the award of a construction contract to the lowest bidder. [Read more…]
by Charles Faulkner
Each year almost 100,000 people die worldwide due to asbestos related disease, which is more than the number of lives taken by skin cancer. Asbestos related diseases are now the greatest occupational killer in world history and the figures continue to rise. [Read more…]
by Mohammed Azad Hossain
Building components tend to fail depending on materials, designs, method of construction, environmental conditions and the use to which the building is put. Substandard materials and design errors are major causes of component failure. [Read more…]
Everyone can recognize and appreciate that a scope change request process must be invoked for large changes to the project. However, you may encounter resistance to formal scope change management for small requests. The client and other project team members may consider this to be unnecessary overhead for such small decisions. [Read more…]
Implement “Zero Tolerance” Scope Change Management
This technique can be applied to help remedy a project that is either over deadline or over budget. Many projects begin to trend over their budget because they are doing more work than they originally committed to as a result of poor scope change management. If you are at risk of missing your budget, the project manager must work with the client and team members to ensure that absolutely no unplanned work is being requested or worked on – even if it is just one hour – unless formal scope change management is invoked. To repeat – this does not mean that there can be no more scope change requests. It simply means that EVERY scope change request must go through scope change management (which should be happening anyway). All other energy should go into cutting costs and completing only the core work that was agreed to. [Read more…]
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…]
The Requirements Management Plan describes how you will elicit, analyze, document and manage the requirements of the project. This plan will cover the up-front gathering of high-level project and product requirements, as well as the more detailed product requirements that you will collect during the project lifecycle. [Read more…]
The Staffing Management Plan describes your overall approach for acquiring and managing human resources on your project. The types of information to include in this plan include: [Read more…]