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Tag Archives: client
The “Silo” Effect in Large Project-Based Organizations
Delivering large and complex projects in accordance with contract requirements while meeting client expectations is difficult enough. There is an added burden within large organizations that have not fully integrated project management into their fabric. These organizations, particularly government agencies, … Continue reading
Tagged with accordance, added burden, administration groups, alignment, business, client, costly problems, critical path scheduling, Delivering, early warning signs, financial expectations, organization, Organizations, performance metrics, private sector firms, project management office, reading project, sector, training, understanding
Sales Leadership Lesson #1
PLG Sales Leadership Lesson #1: The ultimate goal of great sales people > Become perceived of as an unpaid employee of your client.
Credibility (from the Architect’s Corner)
Matthew Barhdyt, AIA, LEED AP mbarhydt@adparchitects.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
Tagged with Acheson, aia, Architect, arhitect, Auto, client, com, conviction, Corner, credibility, DOyle, Draft, economy, employer, experience, individual, job, leader, LEED, member, no doubt, partners architects, Principal, reputation, someone, street, tangentially
Change Management and Control
Establish the criteria for flagging, reporting and tracking change with your client. These same criteria should flow down into the contract documents with contractors and vendors. Communicate change. Document change. Use feedback from the field to improve technical … Continue reading
Tagged with Change, change document, Change Management, client, contract documents, contracting, Control, decision, dialogue, document change, Engineering, engineering innovation, feedback, management, management results, open dialogue, performance, procurement, project resources, technical performance, timely decision
Project Cost Opportunities > A guide for Project Managers
1. Define test procedures. 2. Find specification ambiguities. 3. Verify delays especially during document review. Report review of submittals. 4. Determine or improve methods to increase user “lock-in”. Suggest customizations, which would drive “lock-in”. Any features, which would increase switch- … Continue reading
Tagged with ambiguities, Change, Change Management, client, compatibility, connectivity issues, coordination costs, Cost Management, customer, customizations, document, Guide, installation, integration services, maintenance agreements, productivity, Project Management, project managers, Report, submittals, switch, test, test procedures
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
Tagged with basis, client, client structure, Construction, construction projects, contract, contractor, CPM, fathom, gc, methodology, milestones, narrative, prime contractor, requisition, Scheduling, structure, timeline
Change 101 for Project Managers
Change is the only constant both in nature and in project management. We are biologically structured to adapt to change and to deal with it. Good managers not only understand that change is inevitable, they expect it and are therefore, … Continue reading
Questions to Ask When Interviewing Senior Project Managers / Program Managers
PROJECT MANAGEMENT 1. Specifically, what do you believe are the most critical responsibilities of a Project Manager? 2. What tools have you used to manage people, processes and projects? 3. Can you provide examples of when and how you used … Continue reading
Tagged with alignment, analysis, Change, client, client relationships, critical responsibilities, development, Hiring, Leadership, manager, Managers, managers program, mitigation, motivational techniques, non monetary rewards, organizational goals, organizational learning, position, program managers, Project, risk, risk analysis, significant achievements
