As the saying goes, “You don’t get what you deserve, you get what you negotiate.”
Every contract is negotiable, and by negotiating, you can achieve more than you would if you simply accepted what was offered; or refused.
Any organization that executes on major projects will know the importance of gathering information on how far along they are on a project. In other words, evaluating Percent Complete. Evaluating that by activity, by phase, by project, etc. At 4castplus, we refer to this as a "Progress Measurement" and it serves as a critical function for calculating analytics such as Earned Value Management (EVM) metrics. Measuring progress however, is a tricky thing to do; and can cause companies to not bother with it if they don’t have a good system and process in place. This is unfortunate as it is a vital part of project management and project controls on major projects. Without it, you’re flying in the dark.
New Report Finds Project Profitability and Replacement of Manual Methods as Top Reasons For Project Management Software Buying Decisions
After interviewing thousands of buyers looking for Project Management software, Software Advice has compiled an insightful report that sheds light on key factors buyers are using in their purchasing decisions
Key Findings Include:
In the world of contract management and procurement, there are a variety of ways the tendering stage can work. A key part of planning any piece of work to be done, is determining who is going to do that work; and setting out the terms of reference and evaluation criteria for awarding the contract to the winning bidder.
One of the biggest challenges most procurement professionals face, is managing the day-to-day madness of having too many things to stay on top of, and not enough information to work with. A very common frustration we hear about from procurement officers is their constant battle with “emergency procurement”. A feeling as if they are always behind, in an ongoing reactive state – having to make sudden purchases with next-to-no advance planning.
Risk is everywhere in business. Whether you’re a large or small company; or whether you run large or small projects – you are always running the very real risk that you’re project won’t succeed according to plan. How your business performs on a project however, goes well beyond just your own internal issues of cash flow and resourcing. The interdependencies that are inherent in construction projects means that what you do has a direct effect on your peer organizations and the owner. In other words: what you do is not just your own problem. If you blow it, you may end up blowing it for everyone around you. That doesn’t go over well – people talk.
How on earth do we manage to make sense of the chaotic volumes of information that gets thrown at us every day? If you’re anything like me, in any 24-hour period you can get hundreds of emails, documents, txts, tweets and messages filling your inbox and various other mediums. It’s impossible to believe we can do a decent job of cataloging and organizing it all in order to get back to it later.
I don’t have any stats on this, but I bet that over 90% of people use Outlook as an information management system – supported by hundreds of folders located somewhere on a company shared drive. And to some degree that works ok. There does come a point, however, when that system simply breaks down. I talk to a lot of people who plan, manage and procure construction projects, and easily one of the biggest struggles they fight to endure is how to tackle the barbaric amounts of information they need to stay on top of. Contracts, drawings, change orders, vendor invoices, daily site reports, budgets, status reports and on and on it goes. Each document and email thread can contain important information that’s critical to a project’s smooth and healthy progress.
At some point, engineering and construction companies need to upgrade the systems they use for managing all that project-related content. It’s like when you used to have no kids, and now you have three kids: you have to face the reality that you need to upgrade your two-seater car to something that can haul around the whole family. I specifically wrote project-related content as opposed to enterprise content. There’s a very big difference. The difference is: Project Data should reside with the project – not in a corporate document management system (or in Outlook or on a shared drive).
I was visiting a client yesterday helping them get started with some new projects they were planning. They’re a fairly new client and are still working through some of their internal processes with respect to how they’re going to take full advantage of this enterprise software they've just adopted. They were engaged in a very productive, but heated dialogue about how to manage this transition. The challenges they face are similar challenges that most companies would in this situation, so I thought it’d be worth writing about.