Category Archives: Project Leadership
There are two concepts which are central to change management and contracts management on projects: Cost Attribution and Cost Segregation. These concepts relate to a systemic thinking of costs and promote a proactive approach to the treatment of costs including … Continue reading
If you don’t care deeply about the people who work for you, how can you expect them to view you as their leader?
Effective project and business leaders challenge existing processes and question the status quo. They recognize the need to rethink assumptions and evaluate issues objectively. Preconceived notions and biases favoring existing thinking limit our critical thinking, and diminish our ability to … Continue reading
Project managers are not bosses. Instead, project managers are actually servants who must sacrifice for the good of the team; and must be willing to SERVE their teams, stakeholders and projects. Hence, the concept of the servant-manager who, in fact, … Continue reading
http://newyork.construction.com/opinions/2011/0725-AsStaffsShrinktheRoleOftheOwnersRepGrows.asp With the Poor economy forcing owners to make tough decisions about layoffs and budget cuts, one position they should not consider eliminating is the owner’s representative. That is because this job has become a vital tool in helping the … Continue reading
Communication is the cornerstone of good project management. Good things happen when project managers communicate!
There seems to be a critical change occurring in the construction industry supply chain. Owners, developers, contractors and government agencies are demanding a tighter integration of procurement, coordination, delivery and cost management activities. The industry is completely reinventing itself with … Continue reading
Matthew Barhdyt, AIA, LEED AP email@example.com Principal, Acheson Doyle Partners Architects Talent is not enough. In an economy where opportunity still seems to be more of a promise than a reality, credibility can make the difference between winning or losing … Continue reading
Alignment of interests is a key trait of successful projects. Alignment is required at several levels. The objectives and actions of project teams must be aligned with those of the organization. Similarly, project teams must be aligned with clients. Proper … Continue reading
I am pondering several interesting concepts related to project management innovation. These drive at the heart of team building, organizational excellence and project performance. 1. Can we address project management innovation in a general way? 2. Can mid-size companies … Continue reading