Change orders are unavoidable in construction projects but they can be controlled and reduced by applying appropriate project planning tools and processes. In this study, the author focuses on the change order cost in a recently completed construction management at risk (CMR) project in order to examine the types of change orders, the magnitude and numbers of change orders, and conclude the lessons learned.
This story of a hospital nightmare is not from a tabloid--it's true, and has everything to do with reducing risk for similar catastrophes in your project. In the second installment in this two-part series, learn how to develop a culture of high expectations.
The Hurricane Katrina problems cited by project managers and engineers have barely been solved. New evidence has surfaced that proves that a great deal of the destruction that Katrina wrought could have been minimized, or even avoided--and more importantly, it could be used to prevent another disaster.
As our series continues, we find out how Bejan’s constructal law could have been applied during Katrina, and learn insights from a veteran crisis manager on the scene evacuating New Orleans’ residents.
On August 29, New Orleans could have used experienced project managers at the helm when Hurricane Katrina--cited as the most expensive natural disaster in United States history--walloped New Orleans with sustained winds of 175 miles per hour. In the paragraphs ahead, you’re going to find out why.
Think you've had it rough? The following story is a true account of Andrew Boyarsky's first crisis assignment as a PM. Boyarsky--a practice consultant for project management and IT at the American Management Association in New York City and a teacher of PM at New York's Baruch School--and his experiences gave new meaning to the term "communication crisis."