Premium engineering design services 2021? Being able to effectively communicate is probably the most important skill a construction project manager needs to learn. A good construction project manager should be adept at both written and oral communication. All communication should be clear and concise. Sometimes a quick email or text is all that’s needed to convey your message while other instances may require you to pick up the phone or schedule a quick face-to-face meeting. Establish a communication plan to determine what type of communications should be used for different circumstances and a chain of command for what information gets shared and who that information is shared with. For example, items like RFIs and change orders should always be done through some form of written communication to establish a paper trail. When meeting with stakeholders and members of the project team it’s a good idea to take notes, and follow up with an email to ensure everyone is on the same page.
Managing construction projects is no small feat. With 1000s of action items to handle, timelines to be met and projects to be delivered, the question many project managers face is, “is my team working as effectively as possible?” In efforts to help you answer that question, we asked over 30 experienced project managers in the construction industry about how they spend their time on the job, their best advice for managing their team, and how they know when their team is performing to its full potential.
More than ever, most companies, large and small, national, or international, are under increasing commercial pressure. The reduction in income for many due to the recent pandemic and various levels of lockdowns has meant that budgets have been cut, internal resources reduced and the timescales to complete a project are becoming ever more challenging; yet still, an increase in productivity is demanded. Today’s businesses cannot always provide the focus and time to deliver projects effectively when the day to day need to concentrate on the supply chain, production issues, and profitability of the business are clearly more important. Businesses are struggling to find the right expertise and skill base at the right stage of a project, and as a consequence, suffer additional and unplanned costs, delays, and technical problems on projects through poor conception, planning, purchasing and project delivery. Read extra info at project management services.
CDM 2007 continued to bring change to the industry and followed on from the original CDM Regulations introduced in 1994. As from the 6th April 2015, the new CDM Regulations came into force replacing the CDM 2007 Regulations. This change was driven by the EU to bring the UK’s health and safety management system fully in line with the EU Directive 92/57/EEC on ‘Temporary & Mobile Construction Sites’, first published in 1992. As a Design and Project Management Company, PM PROjEN are extremely well placed to support our clients through the process of migrating from the CDM 2007 to the CDM 2015 Regulations. Key changes to Regulations included the removal of the CDM Coordinator and increased responsibility for the Client and the Principal Designer, (a new duty holder in the 2015 Regulations).
PM PROjEN is a 130 strong, multi-disciplined Engineering Design and Project Management business that works across a range of market sectors for a diverse mix of clients from SMEs to multinational, blue-chip companies. We are part of international project delivery specialists, PM Group, a 2,700 employee owned company operating across Europe, Asia and the USA. Together with the wider PM Group business, we provide a comprehensive service offering delivered in a proactive and creative style. Discover extra details on https://www.projen.co.uk/.