Engineering consultancy today? 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.
How do project managers spend their time? Many in the workforce agree that email occupies a significant amount of time spent during the workday. This article from Huffington Post found that workers spend 3.2 hours on average on work emails per day. The construction project managers we interviewed fell in line with this finding. Of the 17 project managers who responded to the question “How many hours per day do you spend on emails to and from your team?”, the average response was 3.02 hours. The median response was 3 hours flat. Talking numbers, this adds up to an average of 72 emails per day, with a median of 50. So, if you find yourself spending significantly more than three hours clearing out your inbox on a daily basis, you may want to explore methods to cut back on the number of emails you’re sending to your team.
Top Project Management Tips. Our top tips for successfully managing a large project are: Create a short list of Project Management Companies that specialise in your sector; Make sure you receive expert advice from day 1; Set clear project objectives and a defined scope; Use a structured process for managing risk; Keep a tight control on budgets at all stages of the project; Ensure you carefully manage the communication channels and supply chain relationships; Make sure you deliver the project completed on time and on budget, as originally intended; Throughout all stages of the project, make sure you measure performance through key performance indicators. Working in collaboration with clients at an early stage, companies such as PM PROjEN, based in the UK, has helped reduce costs, provide a flexible and responsive resource, and given access to new technologies, skills, and the necessary expertise from simple to highly complex projects. Find even more information on engineering consultancy.
The Principal Designer will usually be an organisation or, on smaller projects, an individual with: Technical knowledge of the construction industry, relevant to the project; Understanding of how health and safety is managed through the design process; Skills to be able to oversee health and safety during the pre-construction phase of the project ans the ongoing design. The Principal Designer needs to have good relationships with the Client and Principal Contractor and it is also essential for them to establish good relationships with other designers working on the project. This is the arrangement for the majority of projects. The Client is not required to appoint a Principal Designer or Principal Contractor if there is only one contractor engaged on the project.
At PM PROjEN, we pride ourselves on our straight forward, open and honest style which is at the heart of the way we do business. We have a ‘no politics’ culture where mutual trust and respect for each other’s skills and experience is paramount. We work in a collaborative yet challenging style that is focused on the project needs whilst sustaining the business benefits for both parties. We provide real value by focusing on our client relationships at all levels and through the investment of senior management time on each and every project. As a project delivery business we put the highest emphasis on the Health, Safety and Environmental aspects of our service delivery. Our consistently high Health and Safety performance has been recognised by RoSPA through the award of our fifth Order of Distinction for achieving 19 consecutive gold awards. Our collaborative culture is based upon the European Construction Institute’s (ECI) ACTIVE Principles, who have recognised our achievements with numerous Contractor of the Year and Project of the Year ACTIVE Awards. Find more information at https://www.projen.co.uk/.