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EPCM Projects: Construction Quality Management (CQM)
- by Valentin Kouprine, PhD, PEng, PMP and Hayden Du Pont
Quality management, a well-established practice during the engineering and procurement phases of EPCM projects, has increasingly been adopted by construction companies as an initiative to solve quality problems and better meet the needs of final customers. The author explains the factors that affect the quality process, responsibilities of the chief participants and benefits to be realized.
Use of Productivity Analysis in Construction Projects
- by Dipak N. Digwal, PMP
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.
Change Order Cost in a Hospital Construction Project: A Lessons Learned Study
- by Gayraj Acharya, PhD, PEng, PMP, LEED (AP)
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.
The Dimensional Approach to Scope Creep Management in Construction Projects
- by Abiodun Adewale Sorinolu, MSc, PMP
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)?
Risk Management: A Real Challenge For The Construction Sector
- by Debasis Chakrabarti, PMP, and Manavasi Krishnamurthy Ramesh, PMP
Risk management is a challenge for construction professionals due to the shortage of qualified manpower, limited resourceful contracting agencies (technical and commercial), and the scarcity of resources. This article aims to explain risk management principles, the implementation of a risk management plan, and strategies to overcome threats and turn around the perception of risks from negative to positive opportunities.
The Daily Huddle: How to Increase Safety, Quality, and Improve the Schedule on Construction
- by Edouard P. Junod, PMP and Aaron Pankonin, PMP
The Daily Huddle is a tool and technique used to improve project delivery without additional cost or time. It is achieved by improving communication with all team members through participation in brief daily meetings called "plan for tomorrow" (PFT) and a morning "huddle-up." The article provides details for implementation of the Daily Huddle and includes case study results and benefits.
Construction Safety: An Integral Part of Project Management
- by Edwin Rivera Sierra, PMP
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.
Project Management Documentation for Engineering and Construction Projects
- by Valentin Kouprine, PMP, PhD, P.Eng, Michael K. Fontaine, P.Eng, CMC, and Tim Cook
A project management system consists of a set of relevant processes, tools, techniques, methodologies, resources, and procedures used to manage a project. This article presents a framework for organizing the documents associated with a project management system and suggests ways of improving these documents.
What Construction Project Managers Need to Know About Float Ownership
- by Walied Ali Abdeldayem, PMP, ACIArb
Float ownership has been the subject of hot debate for a long time. Whether float is owned by the contractor, the owner, or the project, is still an ongoing argument in many countries around the world. In this article, the focus is not about which party is correct; rather, the focus is more about the practical implications of float ownership. Should the question be who owns the float or, what does float ownership mean, and what are the implications of such ownership?
Developing a Strategic Request For Proposal (RFP)
- by Edwin Rivera Sierra, PMP
In order to minimize issues between the client and the contractor during the construction execution process, a good start is important. Begin by defining how you want to manage your project: the execution strategy, preparing a very clear RFP (request for proposal), knowing your project well, and searching for the right contractors to bid on it.
Project Communication Management: Key for Project Success In Construction Arena
- by M. K. Ramesh, BE, MBA, PMP
The process of managing a project's communications should keep all participants, both team members and all key stakeholders, up-to-date on the project's progress. The process should also help project managers and project leaders make major project decisions and reach critical project milestones and project objectives. To achieve a successful outcome, project managers need a vast amount of information, such as expectations, goals, needs, resources, project plans and schedules, status reports, and budgets and purchase requests. They also need to communicate this information, at regular intervals, to all team members and other project stakeholders.
The Capital Projects Development Process Used in Cities Throughout the People's Republic of China
- by Wenyi Li and Roger L. Kemp
This paper describes the capital project development process used by cities in the People's Republic of China. It is a generic process used by public officials and citizens throughout this nation. The respective roles and responsibilities of public officials, development managers, project consultants, building contractors, and citizens are described in detail in this paper.
SCADA Construction Challenges in a Desert Environment
- by Saleh Al-Wadei, PMP
This article highlights some of the challenges experienced in implementing a Supervisory Control and Data Acquisition (SCADA) system in a desert environment. Some of the challenges of this large project were expected, while others were seen only during the start-up. Project managers need to be rigid in their project execution skills, but flexible enough to allow for creative thinking when problems arise. However, even the best of plans can be overwhelmed with real-world problems, requiring that a strong project manager come up with creative ideas for restructuring the plan quickly and efficiently.
Applying the PMBOK® Guide Will Enhance the Commissioning Process and Result in Greater Project Success
- by Aaron Pankonin, CBCP, CAPM
Commissioning of a project is a term that has different interpretations depending on who is using it. Originally developed as a guideline by the American Society of Heating, Refrigeration, and Air Conditioning Engineers (ASHRAE® ), Guideline 0-2005, the commissioning process provides the framework to verify that a facility and its systems will function to meet the design intent and the owner's needs and to coincide with the phases of a construction project. The intent of this paper is to improve a project manager's understanding of the meaning of commissioning, the commissioning process, and how a formal commissioning plan can positively affect the success of a project.
Trouble is a Claim "Door Bell": Ding-Dong, Where's Your Notice?
- by Rob Kelly Jr., PMP
Using "Notice" can protect both the contractor and the owner from claims-related troubles on a construction project. Proper Notice enables timely awareness of the issue and its potential impact. It provides recovery options. It allows the owner to make informed decisions and mitigate the potential impact of the issue. The concepts are universal for project managers in all work environments.