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Topics: Construction, PMO, Quality
PM in small construction company
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Hi everyone. Somebody have experience with small company in construction industry? I need help to start a process in project management in a small company in construction. Thank you
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Could you please describe the issue clearly? What do you want to know?
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I do, I used to work for large and international construction companies then moved to small consulting companies that do project management consulting for construction projects.

What exactly are you looking for Pamela ? Can you be more specific.
Network:21


Hi Kaibni and Darestani.

For now my challenge is help a small company don't lose customers.
In a small city they started a couple of home constructions, but now they have a lot of contracts and less good contractors.
I need help to introduce processes, they want to reduce time and keep quality, but the most target is that the owner stay most focus in strategies's company than how they paint walls.

What the first step is?

Thanks a lot.
...
1 reply by Rami Kaibni
Jan 22, 2019 12:25 PM
Rami Kaibni
...
Pamela,

Sorry for the late response. In this case, I suggest you do start with the following steps:

1- Prepare and define proper company processes and guidelines. You can refer to the PMBOK but this is only a guide so make sure you tailor the processes in a way that it suits your company needs. Some important processes and guidelines to be defined, include, but not limited to:

- JFD's (Job Function Description) for each role & organizational chart.
- Cost Codes for each expense category - This is very important.
- QA / QC Guidelines.
- HSE (Health, Safety & Environmental) guidelines and procedures.
- Change Management process & guidelines.
- Document Control Guidelines
- Define standard templates for reporting purposes:Progress Report, Three Weeks Look Ahead Schedule, Cost Report, NCR Report, RFI's and many others as needed. It is important to have consistency in the reporting.
- Communication Plan including reporting that is expected from each level of supervision and required by each level of supervision.
- Define a proper and fair incentive scheme for high performers.

2- Ensure that you communicate all the above continuously with your first line supervisors or managers who in their turn should cascade this info to all their subordinates.

3- Ensure you continuously communicate with the client and all stakeholders in order to ensure that the defined processes and guidelines will meet the organizational needs and client expectations.

I believe this is a good start and if you need any further help on certain processes, please do not hesitate to let me know.

Good Luck !
Network:382



Oi Pamela,
your request is still a little imprecise.
I would like to know two things:
1. have the managers asked you to help them?
2. Are you employed by the company or have you been hired as an external consultant?
I have some experience with small and medium-sized companies, because I have to train project managers more often for customers, in addition to projects i do for them, as well as provide incentives and solutions to optimize their production processes.
I have also had projects in Brasil and still help brazilian friends if they need help.
...
1 reply by PAMELA DIAZ
Jan 21, 2019 9:10 AM
PAMELA DIAZ
...
Oi Dirk.
Thank you for your help.
I'm employed by the company. My work is organize the company (constructions and plans) to better the constructions and let the director thinking more in strategies than construction.
I have a lot of work, I know.

I'm following the PMBoK .
Network:539



You should have strategic and experience and understand the local market what is requirements!!!!!! Not easy trip you don't know the risk would be!!! It need business analysis to see requirements at local market to increase customer in future and you should consult experts in your city how will project to be successful in the future??

Your issue is a good challenge how to engage with weak contractors. The first step, what is your clients policy and costumer requirements?? to put your plan and follow them and have technical stuff and follow them make periodical meeting. Conduct risk analysis periodically what is happened and what is new risks?

You can follow project management process in any project but you should understand as what I have said in the above
Network:21


Jan 19, 2019 9:56 PM
Replying to Dirk Goepfert
...
Oi Pamela,
your request is still a little imprecise.
I would like to know two things:
1. have the managers asked you to help them?
2. Are you employed by the company or have you been hired as an external consultant?
I have some experience with small and medium-sized companies, because I have to train project managers more often for customers, in addition to projects i do for them, as well as provide incentives and solutions to optimize their production processes.
I have also had projects in Brasil and still help brazilian friends if they need help.
Oi Dirk.
Thank you for your help.
I'm employed by the company. My work is organize the company (constructions and plans) to better the constructions and let the director thinking more in strategies than construction.
I have a lot of work, I know.

I'm following the PMBoK .
Network:15



Pamela-
I apologize for the peer responses you have received thus far. I do not think our group has many participants with actual hands-on experience in Construction Execution.
The following is my response- I hope these help!
I began my career as a young General Contractor and discovered fairly early that I needed to produce guidelines for my Project Managers in the field. (Let's agree-these are really Superintendents- Project Managers write, understand and execute Project Management Plans)
Your guidelines need to include the following:
1) good communication with the (Stakeholder) Owner/Client- this may include daily/weekly progress pics
2) Your "PM" should produce a simple schedule and communicate his progress against that schedule to the Client. (Schedule Performance)
3) Your "PM" should follow and communicate his financial performance (Cost Performance) to Your Boss and possibly the Client.
4) you should have guidelines in place to handle the most important communication problem with Clients- the change management process. You all need a clear understanding of the scope of work for your original Contract, and all the stakeholders should understand what constitutes "scope creep".

These suggestions are just the starting place. As your business "matures" you can implement vendor management and incentive programs that are achievable.

Good Luck!

From the Trenches!
M
...
2 replies by PAMELA DIAZ and Rami Kaibni
Jan 22, 2019 12:42 PM
Rami Kaibni
...
Mark,

While I value your opinion and expertise, I personally do not appreciate your following statement:

"I apologize for the peer responses you have received thus far. I do not think our group has many participants with actual hands-on experience in Construction Execution"

You do not need to apologize for anyone or undermine your peers expertise, this is not the way to go. I think everyone in this community has their own professional experience and are entitled to their own opinion. Different point of views and having done things differently doesn't make anyone's opinion wrong, some input might be more solid than the other but again, that does not mean they are wrong.

This group / community has a decent no. of members who are very well experienced in construction execution and has diversified experience in construction.

Thank You !
Jan 25, 2019 6:52 AM
PAMELA DIAZ
...
Really thank you Mark.
Network:109549



Jan 19, 2019 8:12 PM
Replying to PAMELA DIAZ
...
Hi Kaibni and Darestani.

For now my challenge is help a small company don't lose customers.
In a small city they started a couple of home constructions, but now they have a lot of contracts and less good contractors.
I need help to introduce processes, they want to reduce time and keep quality, but the most target is that the owner stay most focus in strategies's company than how they paint walls.

What the first step is?

Thanks a lot.
Pamela,

Sorry for the late response. In this case, I suggest you do start with the following steps:

1- Prepare and define proper company processes and guidelines. You can refer to the PMBOK but this is only a guide so make sure you tailor the processes in a way that it suits your company needs. Some important processes and guidelines to be defined, include, but not limited to:

- JFD's (Job Function Description) for each role & organizational chart.
- Cost Codes for each expense category - This is very important.
- QA / QC Guidelines.
- HSE (Health, Safety & Environmental) guidelines and procedures.
- Change Management process & guidelines.
- Document Control Guidelines
- Define standard templates for reporting purposes:Progress Report, Three Weeks Look Ahead Schedule, Cost Report, NCR Report, RFI's and many others as needed. It is important to have consistency in the reporting.
- Communication Plan including reporting that is expected from each level of supervision and required by each level of supervision.
- Define a proper and fair incentive scheme for high performers.

2- Ensure that you communicate all the above continuously with your first line supervisors or managers who in their turn should cascade this info to all their subordinates.

3- Ensure you continuously communicate with the client and all stakeholders in order to ensure that the defined processes and guidelines will meet the organizational needs and client expectations.

I believe this is a good start and if you need any further help on certain processes, please do not hesitate to let me know.

Good Luck !
...
1 reply by PAMELA DIAZ
Jan 25, 2019 6:52 AM
PAMELA DIAZ
...
Thank you a lot Rami.
Network:109549



Jan 22, 2019 9:39 AM
Replying to MARK A ANNUNZIATA, Sr
...
Pamela-
I apologize for the peer responses you have received thus far. I do not think our group has many participants with actual hands-on experience in Construction Execution.
The following is my response- I hope these help!
I began my career as a young General Contractor and discovered fairly early that I needed to produce guidelines for my Project Managers in the field. (Let's agree-these are really Superintendents- Project Managers write, understand and execute Project Management Plans)
Your guidelines need to include the following:
1) good communication with the (Stakeholder) Owner/Client- this may include daily/weekly progress pics
2) Your "PM" should produce a simple schedule and communicate his progress against that schedule to the Client. (Schedule Performance)
3) Your "PM" should follow and communicate his financial performance (Cost Performance) to Your Boss and possibly the Client.
4) you should have guidelines in place to handle the most important communication problem with Clients- the change management process. You all need a clear understanding of the scope of work for your original Contract, and all the stakeholders should understand what constitutes "scope creep".

These suggestions are just the starting place. As your business "matures" you can implement vendor management and incentive programs that are achievable.

Good Luck!

From the Trenches!
M
Mark,

While I value your opinion and expertise, I personally do not appreciate your following statement:

"I apologize for the peer responses you have received thus far. I do not think our group has many participants with actual hands-on experience in Construction Execution"

You do not need to apologize for anyone or undermine your peers expertise, this is not the way to go. I think everyone in this community has their own professional experience and are entitled to their own opinion. Different point of views and having done things differently doesn't make anyone's opinion wrong, some input might be more solid than the other but again, that does not mean they are wrong.

This group / community has a decent no. of members who are very well experienced in construction execution and has diversified experience in construction.

Thank You !
Network:21


Jan 22, 2019 12:25 PM
Replying to Rami Kaibni
...
Pamela,

Sorry for the late response. In this case, I suggest you do start with the following steps:

1- Prepare and define proper company processes and guidelines. You can refer to the PMBOK but this is only a guide so make sure you tailor the processes in a way that it suits your company needs. Some important processes and guidelines to be defined, include, but not limited to:

- JFD's (Job Function Description) for each role & organizational chart.
- Cost Codes for each expense category - This is very important.
- QA / QC Guidelines.
- HSE (Health, Safety & Environmental) guidelines and procedures.
- Change Management process & guidelines.
- Document Control Guidelines
- Define standard templates for reporting purposes:Progress Report, Three Weeks Look Ahead Schedule, Cost Report, NCR Report, RFI's and many others as needed. It is important to have consistency in the reporting.
- Communication Plan including reporting that is expected from each level of supervision and required by each level of supervision.
- Define a proper and fair incentive scheme for high performers.

2- Ensure that you communicate all the above continuously with your first line supervisors or managers who in their turn should cascade this info to all their subordinates.

3- Ensure you continuously communicate with the client and all stakeholders in order to ensure that the defined processes and guidelines will meet the organizational needs and client expectations.

I believe this is a good start and if you need any further help on certain processes, please do not hesitate to let me know.

Good Luck !
Thank you a lot Rami.
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