Tag Archives: level

A Project Manager’s View of NYC Real Estate & Construction

on March 9, 2011 by admin in Construction Management, Program Management, Project Consulting, Project Management, Real Estate, Real Estate Finance Leave a comment

By: Darren Schumer, President, Descom Projects As we near the end of the first quarter of 2011, the level of optimism for the NYC real estate industry is growing. Brokers are busy finding the right space for their … Continue reading →

Tagged with Auto, brokerage, brokerage sources, consultant fees, creating space, Descom, development, development budget, Draft, Financing, lease expiration, level, manager, milestone dates, project management team, project scope, renovation projects, scope, space, space plans, tenant, View |

The Importance of Alignment in Project Management

on October 22, 2010 by admin in Project Governance & Reporting, Project Leadership, Project Management Leave a comment

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 →

Tagged with alignment, antagonism, Auto, Communication, consistent effort, Draft, effort, erosion, honest assessments, Information, information flows, Leadership, level, management, management level, maturity, mistrust, open communication, organization, Project Management, project success, proper alignment, result, senior management, stage, transparent manner |

The Four Cs of Good Project Management Practice

on July 17, 2010 by admin in Program Management, Project Leadership, Project Management Leave a comment

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 →

Tagged with alignment, ambiguity, Auto, background noise, behavior, best practices, chaos 2, Clarity, class, commitment, common denominator, common denominators, Communication, direction, discourse, distill, Draft, Good, level, little time, magic pill, magic pills, management, management behavior, management practice, NYU, organization, pill, Practice, Project, project management class, project managers, Promoting, range, reference points, relevant communication, summary, time, treatise, underlying concepts |

Construction Consulting > My View

on July 8, 2010 by admin in Construction Economics, Project Consulting, Project Management, Uncategorized Leave a comment

Over the past ten years, I have gained much insight into the construction consulting industry. I’ve learned that big, blue chip clients have become increasingly dissatisfied with the level of service being provided by large advisory firms. The major causes of that dissatisfaction … Continue reading →

Tagged with ACTION, advisory firms, advisory roles, Auto, cause, construction economics, construction lenders, construction supply chain, Consulting, current construction, Draft, effectiveness, equipment, industry, insight, labor productivity, labor trends, level, madison equities, NETWORK, place, process requires that, procurement, productivity data, research providers, Supply, time, View |

Building Great Project Teams 101 > The Learning Organization

on June 22, 2010 by admin in Change Management, Program Management, Project Leadership, Project Management Leave a comment

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 →

Tagged with Auto, awareness, Building, complexity, Draft, fifth discipline, group problem, landscape, learning curves, learning organization, level, organization, path, Project Leadership, reflective conversation, resource constraints, self motivation, senior lecturer, stiff resource, sum, talent, way |

Root Causes of Project Failure

on June 13, 2010 by admin in Program Management, Project Governance & Reporting, Project Management Leave a comment

Projects fail because of issues related to poor management. Project failures are invariably the result of one or more of the following factors: • An ill-defined business case. • Poor planning. • Poor estimation. • Absence of leadership. • Mismanaged … Continue reading →

Tagged with business, communication processes, discipline, estimation, Excessive, Flawed, inadequacies, lack of trust, level, management discipline, management structures, Mismanaged, poor management, Project Failure, project failures, project stakeholders, result, risk, root causes, transparency |

Independence and Objectivity Within Project Organizations

on June 12, 2010 by admin in Program Management, Project Management Leave a comment

One of the key indicators of the project management maturity of an organization is the level of independence and objectivity that its project and program managers display in reporting and assessments. Executives in well run firms recognize that lack of … Continue reading →

Tagged with behavior, corporate leaders, corrosive environment, CXO, factual manner, flow, Independence, kind, level, maturity, Objectivity, organization, Organizations, pmo, program managers, project management maturity, project management teams, risk, risk assessment, transparency, troubled organization |