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    How Digitalization Affects Project Management – Evidence from Two Case Studies in the Construction Industry

    by Timo Braun, eskil ekstedt
    September 24, 2019 | 59:56 | Views: 19,157 | PDUs: 1.00 | Rating: 4.31 / 5

    Digital transformation is a phenomenon occurring across sectors and nations, affecting not only technical processes, but also organizational forms and managerial practices. Among them are: (1) project-based organizations (PBOs), common in traditional sectors like the construction industry, and (2) project networks (PNWs), the most favorable form of project organizing in modern service and creative industries. Project management, which is often used as an agent for change, plays a significant role in initiating and implementing digital transformation. To analyze the digital transformation of traditional PBOs and modern PNWs, comparative case studies in the context of commercial construction have been conducted in Sweden and in Germany.

    Risk Identification and Management in Construction

    by Keith Nixon
    September 14, 2019 | 44:51 | Views: 2,588 | PDUs: 1.00 | Rating: 4.51 / 5

    Expanding the Project Managers ability to manage risk - contractors perspective of identification and management of civils risks and opportunities at time of bid through construction.

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    Save Time With Tools + Templates

    Daily Progress Report (Construction Subcontractor)

    PREMIUM deliverable
    by Mustafa AlMashhadi

    This daily report is geared toward construction subcontractors to log activities, workforce, activities, materials, weather and more. Adapt to fit your project needs.

    Project Monthly Progress Report Outline

    PREMIUM deliverable
    by Mujahid Akhtar

    Use this sample monthly progress report (created for a construction/engineering project) as an outline and adapt for your own project. It contains sections for an EVA summary, progress analysis, procurements and more.

    Materials Procurement Cycle Tracking Log

    deliverable
    by Abdelrhman Elfky

    Use this template to monitor and control the procurement cycle of materials during a project. It helps you track procurements by comparing planned activity dates with actual activity dates, allowing you to forecast/adjust progress.

    Learn From Others

    Change Management: 6 Simple Steps to Get Started

    by Stephanie Jaeger

    How do you start proper change management in a company that has little or no documented and agreed-upon project management processes? These six tips can help.

    Coordination in the Supply Chain Management of Complicated Engineering, Procurement, Construction and Commissioning Projects

    by Niansheng Chu

    Coordination plays an important role in both project and supply chain management, especially in regard to complicated engineering, procurement, construction and commissioning (EPCC) projects. Analysis of supply chain management for a floating production storage and offloading unit (FPSO) building illustrates the differences between traditional-industry and complicated EPCC projects.

    Leadership Challenges in Construction Projects: An Overview

    by Manavasi Ramesh

    Effective leadership qualities are more important today than ever before as project managers are being asked to maximize outputs with constrained budgets, limited skilled resources and reduced timelines. In this article, the author addresses the application of leadership qualities in regard to large infrastructure projects, but the lessons will apply to all project managers in all industries.

    Performing Cost Control in Construction

    by Mohamed Ammar

    This article describes construction project cost control techniques without the use of special tools or software…and with the help of organizational process assets (OPAs).

    Modern Communication Methods for Busy PMs

    by Karim Fathy

    Agile and fast-track projects may require more effective communication tools with live team collaboration and task assignments to cope with instant changes. Such tools can help the project manager assign and track ad hoc tasks; plan changes and instant requirements that need to be followed up on; and update the status of milestones.

    Construction Industry Project Management Lessons Learned: Phase 5 - Closeout and Summary

    by Mark A. Annunziata, Sr., PMP

    In the final article sharing his experiences on tier 1 construction projects, the author examines the closeout process before relating the management and technical challenges project managers face on these projects. He concludes by examining the personality traits needed to navigate the unique requirements of construction projects.

    Construction Industry Project Management Lessons Learned: Phase 4 - Execution

    by Mark A. Annunziata, Sr., PMP

    Inspired by construction questions heard while managing tier 1 projects, in part 3 of his series the author explains contractor requirements for project execution, including workforce management, reporting, safety practices, change management and field activities. Each element is described along with humorous stories and lessons learned.

    Construction Industry Project Management: Priority 3 — Planning

    by Mark A. Annunziata, Sr., PMP

    In his first article, the author examined design and preconstruction in tier 1 construction projects (over US$ 100 million). This entry in the series explains the contracts and contractor requirements for planning. The project management plan consists of multiple parts requiring contractor submittal and owner approval. The elements of the plan are described along with instructive stories and lessons learned.

    Detailed Design and Engineering & Preconstruction

    by Mark A. Annunziata, Sr., PMP

    Within tier 1, construction projects’ values are usually in the hundreds of millions of dollars. Based on experiences in the tier 1 environment, this is the first in a series of articles describing basic tier 1 requirements and the project manager’s responsibilities running a live construction project. The articles are particularly intended to provide real examples to young, up-and-coming hopefuls to the project manager role.

    Topic Teasers Vol. 124: But Agile Won’t Work for Me!

    by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

    Question: With all due respect to my IT co-workers, agile may be the greatest thing since sliced bread for them, but it won’t work for me and my team. We are doing large infrastructure projects for a major city, and we can’t be assembling a small team of five to seven people to chat each morning before we decide what to do that day. But I will admit that we do need some help since few, if any, of our projects finish as planned regarding time. Also, the budgets are just a joke, because I don’t know if we’ve ever completed our work anyplace close to the estimated costs. So, make agile fix that!


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