CONSTRUCTION CLAIMS AND DISPUTES – (Part 1)

This McLaughlin & McLaughlin post is an introduction to an ongoing Subject Series regarding Construction Claims and Disputes in engineering, procurement and construction industry.

OVERVIEW

In relation to construction claims and disputes it is important for all readers, contributors, participants and others regarding the general subject of claims and disputes to be equally informed.  This discussion is directed toward engineering and construction claims and disputes.

In the engineering and construction industry, contract claims and disputes are common issues.  They occur between: owners and contractors (prime), contractors and their subcontractors, contractors and (their) vendors, and at other contractual interfaces.  Resolution of the claims and disputes can be a costly, disruptive and aggravating process for all parties.

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PROJECT PLANNING – Managerial Challenges (Part 3)

PROJECT PLANNING Managerial Challenges(Part 3)

Project Initiation – Contractor

This post is the third in a series of discussions regarding managerial challenges in project management situations.  In this series, we focus heavily on the managerial aspects of program / project planning and management.  This post addresses the starting point or initiation of the project.  Part 2 discussed Project Initiation in general.  This post [Part 3] addresses considerations that are unique to contractors.

Owners often view contractors as a homogenous group or homogenous within the contractor’s own organization.  This perception is not correct, at least for contractors of any size or diversity.

Why does the same contractor behave differently on one job relative to another?  Why does a contractor bid differently relative to past practices or experiences?  Why is the contractor’s price so high on this bid when it was so low on another bid?  We expected the contractor to be competitive and they are not.  Another scenario, we expected the contractor to not be competitive; but, they have the best proposal and bid.  There are many potential reasons.  The answer may reside in the project initiation process.

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PROJECT PLANNING – Managerial Challenges (Part 2)

Project Initiation

This post is the second in a series of discussions regarding managerial challenges in current project management situations.  In this series, we focus heavily on the managerial aspects of program / project management.  This post addresses the starting point or initiation of the project.  This is a crucial challenge.

In a recent consulting assignment, M&M encountered a highly respected client using a phrase that is something like “Building the right project in the right manner.”  While this is paraphrased, the notion is clear.  But, what could they mean “Building the right project…?”  Why would an organization devote time and investment money to building the wrong project?  The answer typically resides in the Project Initiation process.  Inadequate attention and alignment regarding such items as the project objectives and scope of work [also known as the Project Scope Statement] can lead to a misguided start (and sadly sometimes, finish) of the wrong project.  Project Initiation is the essential foundation.

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PROJECT PROFESSIONALS POSTING RESUMPTION

McLaughlin and McLaughlin [M&M] is pleased to announce that they will resume postings at their blog, Project Professionals.  Since March 2012, M&M has been heavily involved with several large assignments [Canadian Oilsands program management support and construction claim regarding an international power plant project].  Now that workload permits, new blog postings will be offered.

M&M wishes to remind followers (new and ongoing) that there are many offerings at the Project Professional site.  They are organized by what we call Subject Series.

These Subject Series are:

  • Managing Risk of Delay [15 posts]
  • Contract Notice and Recognition [4 posts]
  • Productivity [18 posts]
  • Schedule Validation and Audits [3 posts]
  • Staffing Your Project Management Team [8 posts]
  • Project Management Challenges [11 posts]
  • Time Management – Schedule Specification Implementation [6 posts]
  • Ways of Working [1 post]

M&M will resume new posts with a Subject Series titled Success through Project Planning.  This Subject Series will focus on methodologies, process, sequencing, synchronization and other managerial considerations.

We hope that you will find these existing and new posts informative and relevant.

May we wish you the best of luck and let us all attempt to confront and deal with Project Management Challenges.  It is crucial that recognition and anticipation of these issues occur during initiation and planning.  However, the recognition and management should continue through execution, controlling and closeout.

Please note that McLaughlin and McLaughlin [M&M] is not a law firm and is not intending to provide legal advice.  M&M is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.  The Resource Center is for the convenience of blog visitors and M&M does not offer this for commercial purposes.  For further information on M&M services, please see www.McLaughlinandMcLaughlin.com.

PROJECT MANAGEMENT CHALLENGES– Subject Series Summary

Having recently addressed the AACE International Western Winter Workshop, I am heading for Canada on a new consulting engagement.  Likely, we will have some additional posts and details at a later time.  The press of business has reduced our recent posting activity.  Given this trend and  the large number of new visitors to this blog, we will repost some of the Subject Series Summaries.

This  McLaughlin & McLaughlins Project Professionals summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.  This Subject Series, PROJECT MANAGEMENT CHALLENGES was posted during June through September 2011.  Since that time, blog readership has increased significantly.

This summary is very brief and simply serves as an index for readers to follow.  More robust summaries are provided in the June summary.  Of course, detailed descriptions are contained in the individual posts.

Ideally this Subject Series provides a starting point to investigate best practice on many planning and execution features of project management.

Introduction (Part 1) – This post is the first in a series of discussions regarding challenges being encountered in current project management.  This post introduces the topic and sets the framework for ongoing posts on individual challenges.  This series is intended to draw upon many sources within the project management discipline or profession.

Project Initiation (Part 2) – This post addresses the starting point or initiation of the project.  This is a crucial challenge.  The initiation process (getting started formally) requires two processes and deliverables/outputs (see PMBOK® and Kerzner).  Both processes are discussed.

Project Initiation Lessons Learned (Part 3) – This post addresses the starting point or initiation of the project.  The study of lessons learned creates relevance and importance in (sometimes) abstract concepts.  It answers queries regarding the practical side of the issue.  There is a famous quote out there that talks about those that refuse to study history.  It is suggested that you avoid reliving the mistakes experienced by others.

Project Planning Process (Part 4) – This post addresses the project planning process.  This is a crucial challenge and the importance of this process cannot be overstated.  A logical and often asked question is along the lines of “Why plan?” as it can be complicated, time-consuming and aggravating.  There are several key benefits to planning.  These benefits are discussed.

Project Management Plan (Part 5) – This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles].  The Project Management Plan can consist of several pages of information and direction or a bookshelf full of many volumes of documents.  These many volumes can have a hierarchical structure.  PMBOK® provides guidance regarding this deliverable/work product.  The Project Management Plan is also known as Project Execution Plan, Project Plan, and other similar titles.

Project Planning Issues (Part 6) – Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the source of most project success and failure outcomes.  While project planning is one of the most fundamental skill sets in project management, the requisite processes and actions are not well developed or successfully implemented.

Project Planning Lessons Learned (Part 7) – Learning from the experiences of others is an effective method for skill set development.  Many organizations that use project management on an ongoing basis close out projects with a compilation of “lessons learned.”  These firms have found value in studying the issues that have emerged in the past.

Project Planning Lessons Learned STAKEHOLDER MANAGEMENT (Part 8) – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Stakeholder Management.  The use of team and stakeholder workshops can be an effective mechanism for aligning, selling and implementing the Project Management Plan.  Obtain an audience with all stakeholders.  Start with the Project Sponsor.  Sell the Project Management Plan in detail.

Project Planning Lessons Learned RESOURCE REQUIREMENTS (Part 9) – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Resource Requirements.  In this regard, the post will focus on human resources or staffing. [Read more…]

Labor/Labour Productivity – Cumulative Impact (Part 14)

This is McLaughlin and McLaughlins Project Professional’s fourteenth posting regarding labor/labour productivity and disruption.  This contribution provides an overview of process alternatives that are extremely helpful and valuable for all stakeholders concerned with labor productivity and management.

The Subject Series regarding Labor/Labour Productivity and Disruption can be viewed here.

It is widely recognized that changed work (sometimes called change orders – assuming that the contract is changed as a result) may have a negative impact on field labor productivity (lower productivity).  The impact of multiple changes may be recognized or sensed.  The challenges are both timely recognition and demonstration of cause and effect.  The publications listed below are some of the more useful and valuable references related to this cause and effect dynamic.

An article and related study published recently in Construction Lawyer has some valuable information and analytical process guidance that is very useful when considering potential impact to labor productivity resulting from changed work. [Read more…]

Labor/Labour Productivity –MCAA Publication (Part 13)

Changed Work, Productivity and Overtime

This is McLaughlin and McLaughlins Project Professional’s thirteenth posting regarding labor/labour productivity and disruption.  This contribution provides an overview of a construction industry publication that is extremely helpful and valuable for all stakeholders concerned with labor productivity and management.

The Subject Series regarding Labor/Labour Productivity and Disruption can be viewed here.

This publication is Change Orders, Productivity, Overtime, Mechanical Contractors Association of America (MCAA).

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PRODUCTIVITY SERIES REVIEW (reissue 3)

McLaughlin and McLaughlins Project Professionals blog has a series of posts regarding labor/labour productivity.  Over the last six months we have added to this popular series.  The first summary was posted in June 2011.  There was a reissue in October 2011, and again in November 2011.  Readership has continued to increase.  Consequently, we are reissuing this updated and expanded post as an overview of the labor/labour productivity series.

This Subject Series is being updated and new posts will be added over the coming weeks and months.

Productivity is a hot topic and has given rise to much discussion and debate in the project management world.  Labor productivity can be a competitive advantage or a managerial challenge (actually, both and more).  Therefore, we believe that there is high potential benefit in a review of McLaughlin & McLaughlins Productivity Series.  Below, we have the titles and links to each post followed by a brief summary of the content.  We intend to augment these posts with additional writings on the subject.

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 8) –Project Manager and Industry, Domain and/or Technical Experience

This McLaughlin and McLaughlins Project Professionals post is the eighth in a series of discussions regarding current challenges with the staffing aspects of your project management team.   This post (like Parts 4, 5, 6 and 7) addresses acquiring the human resources (people) or staffing.  In this case, we focus on the project manager.  The Subject Series can be viewed here.

This, the fourth post on acquiring the project manager, addresses the relevance and/or importance of industry, domain and/or technical experience in a professional project manager.

According to Google, LinkedIn is the World’s Largest Professional Network.  As a member of several Discussion Groups that pertain to project management, I posed the following discussion:

In Project Program or Construction Management, how important is industry, technical or domain experience?

“When project management candidates or persons are being considered, selected, and engaged or hired, technical or domain experience is frequently an expressed consideration. Often, criteria for the individual includes industry, project-specific scope, technical or other experience with the content of the project are expressed requirements. There are differing views on this subject. What are your views?”

“PMI’s PMBOK discusses many activities and skills that are (in part or entirely) focused on the Project or Program Manager. All of these process requirements are managerial in nature, virtually none are technical or domain related.”

“In his authoritative book PROJECT MANAGEMENT, A Systems Approach to Planning, Scheduling, and Controlling, Dr. Kerzner lists ten proficiencies for effective project management. Only one of the ten is Technical Expertise (assume same as domain expertise). Industry or similar project experience does not make the list.”

“Having managed many projects in many industries and with varying underlying technology, it is fair to say that opinions vary widely on this topic.”

“What is your perspective, opinion, experience or view?”

The comments are both thoughtful and revealing.  In the following, we have extracted typical (but not all) of these comments. [Read more…]

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 7) – Acquiring the Project Manager

Industry, Domain and/or Technical Experience

This McLaughlin and McLaughlin’s Project Professional post is the seventh in a series of discussions regarding current challenges with the staffing aspects of your project management team.   This post (like Parts 4, 5 and 6) addresses acquiring the human resources (people) or staffing.  In this case, we focus on the project manager.  The Subject Series can be viewed here.

This, the third post on acquiring the project manager, will address the relevance and/or importance of such considerations as industry, domain and/or technical experience in a professional project manager.

So, what are the skill-sets that are needed in the year 2012 (and beyond) environment?  Let us drill down into or unpack the subject a little. [Read more…]