A recent addition to collaborative delivery models in the design and construction industry, IPD promises improved project outcomes in many dimensions. This session will explore the origins of IPD, cover its contractual and management structure, and share recent industry research about its effectiveness.
A project goes through various levels of interaction between multitudes of people, with different skill sets competing interests and also involves planning, scheduling, and coordination of a wide range of both independent and interrelated activities. In addition, the influence of external factors requires this industry to solve complex environmental issues.
Save Time With Tools + Templates
This template is built for construction project control managers who need to keep track of quantities installed onsite and—with the same tool—produce a weekly/monthly report that supplies management with quantitative feedback about project status.
This template and its instruction sheet is aimed at project managers of solar projects for managing the procurement system process. It allows you to create and manage different procurement process data (item types, supplier list, contacts by suppliers); to create an RFP, linking it to a restricted list of preferred suppliers; to send automatic email to selected suppliers belonging to a certain RFP; to create a standard form email; to calculate forecasted date of answer from supplier; and report overdue dates.
This template allows you to access the main data you need to monitor for a relevant view of your project cost, all in one table: budget (at completion), actual cost, estimate to complete and estimate at completion. It automatically draws the appropriate curve.
Learn From Others
This is an exploration of the importance of first-cost estimates in engineering projects and how they are used to decide whether to go ahead with market studies and engineering development—or dismiss the project.
With the profession moving forward into new territory, let us reflect and look back at our roots to ensure we are bringing forward those key lessons for continued success on our projects, programs and portfolios.
|A.||When working with historic venues, leaving the site looking exactly as you found it is of extreme importance. If you don’t repair it on your own, the inspectors from your local Landmark Heritage Preservation Commission (or some similarly named organization) will ask you to redo it. So, do it now.|
|B.||On a road that covers less than two blocks, city laws usually do not require historic artifacts and sites to be preserved. Repaint the middle lines and hope that drivers do not notice. This is preferable to stopping traffic again to redo the brickwork.|
|C.||Ask the product owner what he or she would prefer you do. Since you were not specifically told to reinstall the roadway with exactly the same pattern, it is not your responsibility. If asked to redo it, charge extra for the expenses you incur with your subcontractors.|
|D.||Construction projects never really come out exactly as envisioned in the beginning. Function is what is important, not beauty. If the road is safe and usable to transport students to the school and as an artery for people to enter and exit their neighborhood streets, you have fulfilled your technical and functional responsibilities.|
Effective and early participation of plant stakeholders during engineering phases of a brownfield project in a production plant allows us to capture the value and knowhow of the organization—and avoid multiple modifications during the execution phase. In order to manage stakeholder involvement efficiently, classification by function and organizational level is essential.
The third edition of the Construction Extension to the PMBOK® Guide was recently published. A supplement to the PMBOK® Guide for those in the construction field, this article is a teaser of the new edition. It makes brief comments about the changes from the previous edition and hints at the challenges experienced.
Delay is the ugly truth on most construction projects, but there are several delay analysis/forensic planning techniques that can be used. This article will provide a brief explanation of each—and when each method is best used.
Claims arise in a project mainly due to lack of clarity in scope and specifications, ambiguities in contract clauses, interface scope with other projects, site conditions and time constraints. Here we discuss various scenarios and issues that can arise during project execution—along with possible solutions to address the issue of claims management in construction projects.
A French landmark gets a new look and new life after a project team restored public trust.
The following article discuss how fast tracking can lead to project delays, showing the most common risk and pitfalls when applying the technique. It will focus on examples from some projects in Qatar.
In 2015, the Oregon Transportation Investment Act III State Bridge Delivery Program (OTIA) was listed as a finalist for the PMI Project of the Year Award. The program’s achievements, methods and overall approach represent a significant innovation. There’s plenty to learn from Oregon’s experience, even if your work has nothing to do with bridges or infrastructure.
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