Construction project planning requires creating detailed construction activities work schedules. Being organized with all your construction documents can minimize missing key information. Learn how to develop a clear and complete schedule, and how it can make a complex project seem a bit easier to handle.
How do I manage construction projects with project management?
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What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.
The process of finding quicker, simpler, and safer ways of achieving completion and handover is a continuous endeavor for both manufacturers and contractors alike. Offsite prefabrication of boiler plant rooms in the ICI (Industrial, Commercial, and Institutional) construction sector is not introduced to projects as often as it could be. The author examines the project benefits of using this engineering application.
In executing a project, it is up to the project manager and the stakeholders to make sure there is a solid foundation under the project team so that they can be successful.
The efficient delivery of construction projects will be greatly enhanced if project managers focus their efforts on developing measures for identifying, monitoring, and managing scope creep in projects of any size. This article seeks to provide answers to the following questions: What is scope creep? When does it happen (identifying? Why does it happen (monitoring)? And, how can it be prevented from happening (managing)?
Productivity analysis of critical activities can provide a better tracking mechanism than a traditional bar chart and enable the user to devise a plan with respect to labor and cost. The author explains the stages of productivity analysis and illustrates with a case study involving the construction of a new building.
How well do mega-projects get managed in comparison with normal projects? Given the size, the scale, the visibility and the sensitivity of these projects, would it be reasonable to assume that they are managed more formally and more effectively than “normal” projects? Reasonable: possibly. Correct: sadly, no.
There are now more than 7 billion people in the world and that number is expected to jump to 9.4 billion in less than 40 years, according to the U.S. Census Bureau. As the population grows, so too does the mass migration from the countryside to cities, particularly in developing nations. This article discusses how project teams are re-imagining urban development to alleviate the massive strain on cities' infrastructure, construction, energy and IT demands.
Is safety just another job or is it a real project management need? This article emphasizes the need to integrate safety into your project plan. It provides practical details for aligning a safety plan and strategy to the construction plan. It also dicusses how the project manager and the safety lead representative can work as a team, and how making safety a priority will increase the probability of delivering the project on time and within budget.
Executives are often faced with hiring PMs without having a strong background in projects themselves. Here we provide a little insight for hiring managers by looking at organizational structure, project nature and the qualities of the manager.
Re-invigorating the body of knowledge and searching for a step change improvement in construction labor productivity, CII kicked off the Construction Productivity Research Program in 2007 with Research Team (RT) 252. The primary objectives of the program were to identify and validate one or more initiatives, techniques, or methods that, if implemented, would result in a breakthrough improvement in construction productivity. Construction productivity was defined in three components: 1) direct work rate, 2) labor productivity, and 3) rework rate. The team was structured in five phases over a six year period with specific phases dedicated to the mechanical, electrical, concrete, and steel trades. This webinar will introduce the outcomes of each phase of the program as well as present the master deliverables in the “Construction Productivity Handbook” and the “Best Productivity Practices Implementation Index (BPPII)”.