Category Archives: Project Leadership

Business Relationships are Key

Architectural Insight…by Matthew Barhydt, AIA, LEED AP I recently received a phone call from a former colleague with whom I worked many years ago. I probably hadn’t seen him in at least 10 years but when I picked up the … Continue reading

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Recommended Reading for Project Managers! The E-Myth

Over the past 20+ years, I have read few books which provided the kind of business revelations that Michael E. Gerber’s seminal work did.  His book, The E-Myth, illustrates with elegant simplicity, the fact that entrepreneurs must “work on their business”, not … Continue reading

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Project Management and Project Leadership Training

There are so many courses and programs today on the subject of project management and project leadership.  How does an organization choose from the dizzying array?  I have some thoughts which I hope can clarify the decision-making process.  While many … Continue reading

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The Four Cs of Good Project Management Practice

So many theories on project management, so little time.  How do we distill all of the advice, ideas and principles into an elegant summary?  In the real world, we know that there are no packaged solutions for complex problems.  There … Continue reading

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Building Great Project Teams 101 > The Learning Organization

There is a marked difference between good project teams and great project teams.  The ability to tap into that “thing” that  drives people towards innovation and self-motivation is what separates project leadership from project management.  To really inspire greatness, leaders … Continue reading

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The Importance of Gate Reviews in Design and Pre-Construction

Gate reviews are essential to well-managed planning and pre-construction phases of a construction project.  The concept is simple in its execution and elegant in its simplicity.  I caution industry professionals that simplicity does not mean that they should let their … Continue reading

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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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Manage Large Project Teams Like Small Project Teams

From Michael A. Cusamano’s “How to Make Large Teams Work Like Small Teams” – Simplify the schedule and work out the interdependencies. – Stabilize the design via frequent synchronization. – Use iteration and concurrent engineering.  Projects should iterate and concurrently … 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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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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