Archive for the ‘Project Management’ Category

Bridging the contractual gap between an employer and a sub-contractor

by Eric Teo

What are the rights of an employer in the event a nominated sub-contractor fails to deliver the standard or quality of material and workmanship that the employer had expected to receive? Common wisdom dictates that the employer would ordinarily seek recourse against the main contractor for the sub-contractor’s failure, but are there any alternatives? (Read more..)

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Provide Leadership to Implement Critical Change Requests

Scope change is not inherently bad or good. However, the team can react to changes in positive and negative ways, depending on the state of the project. A typical reaction from most project teams is to just go ahead and make the approved changes. However, there is another reaction that can be more problematic – the team may not want to make any more changes. This is the scenario for this column. This situation could occur for a variety of reasons. (Read more..)

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Manage Quality and Metrics – Techniques

Gather Subjective Metrics with Client Satisfaction Surveys

Gathering metrics is important because it allows you to see how you are performing against the expectations of your clients. If the world were perfect, all of the metrics you collect would be factual, relevant and accurate. However, in many cases it is impractical or cost-prohibitive to try to gather exact and quantitative numbers. (Read more..)

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The direct agreements solution

By Katie Liszka
Direct agreements are used in project finance transactions to provide lenders with protection should the project get into difficulty. These are contractual mechanisms that enable the lenders to step into the shoes of the project company (the borrower) and take over the project and/or find a substitute entity to continue the project. The parties to the direct agreement include the project company itself and the counterparty to the project document to which the direct agreement is collateral to. (Read more..)

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Escalate a Performance Problem with a Formal Plan

One of the hardest jobs of a manager is to take an employee down a path that may ultimately result in termination. It is hard enough for most managers to provide performance feedback to begin with – even when the employee performance is good. When the employee performance is not where it needs to be, it is even harder. (Read more..)

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CMGUIDE Founder to Speak at FIDIC Middle East – CMGUIDE Readers get a 20% saving!

FIDIC’s 4th Middle East Contract Users’ Conference
The essential annual review of the latest developments in the FIDIC suite of contracts From FIDIC for FIDIC users

Main Conference: 26th & 27th February – Workshops: 25th & 28th February – Dubai

We’re delighted to announce that Samer H. Skaik the founder & principal for Construction Management Guide will be speaking at the 4th FIDIC Middle East Contract Users’ conference. (Read more..)

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Managing Staff

Topic 1. Overcome Team Resistance to Project Management

It’s one thing to build a Project Charter and the schedule. It’s another thing to effectively manage the project. If you could issue the plan and the work assignments and have everyone complete his activities on time, your life would be much easier. However, the process of managing the team and the schedule becomes complicated because of the people element involved. (Read more..)

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EPC Forum 2013

This EPC Forum 2013 will address the challenges faced by owners and EPC contractors from scope of work to delivery of project without compromising other aspects such as handling construction risk and cost management throughout the years. Take a step further to hear it from other key speakers around the globe and exploring new working opportunities around the world. (Read more..)

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Time impact analysis – how dare it is!

By Dr. Chandana Jayalath

Delays are inherent in construction. If they can not be avoided, then they ought to be either mitigated or absorbed within the contract. A Contractor may be delayed by the effects of a change in the work or an event that was simply beyond his control, then the entity responsible for overseeing the contract, that is Employer, may be obligated to adjust the contract. All depends on the circumstances where the contract forbids or provides for. (Read more..)

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Why is Amicable Settlement a Part of Contractual Machinery?

By Dr. Chandana Jayalath
Disputes occur when parties fail to address conflicts of their interests as they often attempt to find solutions within the bounds of the contract where the rights and obligations are typically set out. Forgetting the fact that contracts are not ‘water proofed’, parties tend to limit their scope of thinking within the hard bound copies. The reality is that contracts do not operate in a vacuum. A contract that caters to all eventualities is indeed rare, so that parties will have to turn to another side, willingly or unwillingly, for a settlement. This is why negotiation has become a day to day phenomenon. (Read more..)

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