Category Archives: Construction Management

Contracts Negotiation

The best lesson I learned about negotiation was a simple one.   Contracts negotiation involves a lot of work.  It is all about the willingness and ability of the team to prepare, document, analyze and demonstrate its case.  It is not glamorous and it … Continue reading

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Aligning Information Technology and Business Processes on Projects

The following is from a paper written by Jerry N. Luftman – “Alignment in the Sand” Project success requires alignment between information technology and business processes. The 12 factors involved in aligning technology and business are: – Business scope – … Continue reading

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Common Problems on Large and Complex Projects

  Common Problems on Large and Complex Projects 1.         Difficult and belligerent subcontractors. 2.         Poorly structured subcontracts and loosely defined scopes of work. 3.         Protracted punch list activities, especially those related to the technical interfaces. 4.         Weak subcontractor field project … Continue reading

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The Potential Impact of Changes on Projects

Changes affect much more than cost and schedule. Here is a short list of project areas that can be affected by changes – –                Cost –                Schedule –                Quality –                Performance –                Scope –                Risk –                Commissioning –                Marketing –                … Continue reading

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Challenge the Team

One the most important jobs of the project leader is to challenge the team and stretch people out.   Good people have lots of untapped potential.  You can’t find that untapped potential if you keep the team in the sand box.  … Continue reading

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The Need for Ethics Training in Construction

Ethics is not a buzz word.  It cannot be treated as a flavor of the month.  Now, more than ever, we see a real need for ethical conduct in project teams and within project organizations.  I submit that construction firms … Continue reading

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Construction Scheduling > Fundamentals

I cannot fathom any project type, contract methodology or client structure that would not want to have a monthly schedule submitted on a monthly basis. The following are basics that should be adhered to on all construction projects – 1. … Continue reading

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