Project Management For Civil Engineers – In this guest blog post for , Patrick Hogan explains five common challenges that project managers face in construction projects. Patrick is the CEO at Handle.com which builds software that helps contractors, subcontractors and material suppliers secure liens and get paid faster.
Every construction project presents unique challenges – that’s why construction project managers have different roles and responsibilities that each project must fulfill. These challenges require a strategic understanding of the construction business and tactical expertise in the issues involved in each phase of the project.
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The project management problems that managers face stem from the unique structure of construction projects. All stakeholders in a construction project including property owners, lenders, suppliers and subcontractors all have different viewpoints and interests that may conflict along the way. There are also challenges that come from outside the project such as government regulations and weather issues.
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On-time delivery of construction projects depends on effective project management. Construction project managers must be willing to face challenges – both desired and undesired – to ensure that the project is completed.
Here are some common challenges that construction project managers can expect to face on a typical construction project.
Many project managers struggle with the lack of well-defined goals for the projects they lead. When goals and objectives are not clearly defined, project managers and stakeholders will not agree on the direction of the project. It’s like going on a road trip with no destination in mind – you’ll waste time and fuel, ending up in the middle of nowhere.
Of course, finishing the project is always the overall goal. However, any project may have non-standard goals that need to be outlined, whether related to the timeline or related to the final delivery of the project. These objectives will form the basis of the decision-making structure and delegation of tasks throughout the project.
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To prevent this from happening, the project manager must be proactive in asking the right questions of the client or contractor and ensure that they agree on the objectives from the start.
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Over-budget is common in the construction sector. It is the job of the construction project manager to set reasonable expectations about cost overruns and make adjustments to reduce and manage them. Poor judgment, lack of proper supervision or a simple miscalculation can lead to the collapse of a project.
Ultimately, the project budget is determined by stakeholder expectations and project requirements. So the first step in project budget management is to ensure that project deliverables are accurately identified. Realistic cost estimates are important in contingency planning. The budget should include items that are not under the project manager’s control, such as environmental considerations, resource and labor shortages, currency exchange, etc.
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Finally, project budgets must be reviewed continuously to stay on track. As unplanned work and change orders enter the scope of your project, costs can easily spiral out of control if not closely managed.
Many stakeholders consider time constraints as one of the biggest problems that lead to broken designs, high accident rates, and lost profits. Schedule conflicts and missed deadlines can cause contractors to be unwittingly hampered in their pursuit of achievement. This can lead to further delays in collection and higher costs due to trying to find and fix defects or risk contractual penalties.
Many project managers also sometimes have difficulty ensuring consistent communication with the finance and sales departments due to scheduling. In this case, ensuring the appropriate lien notice is filed on time requires close correspondence between these departments, and delays can result in lost revenue for the business.
For these reasons, construction project managers must focus on handling the various variables that cause delays and design a workflow that ensures that requirements are always met. Time management involves tracking subcontractors and suppliers to factor in documents, labor and production time. Changes in weather and other unpredictable conditions should also be taken into account. All of these time management issues can be managed through project planning and tracking.
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Impossible deadlines and unreasonable demands are some of the biggest killers of morale and productivity on a project. Sometimes, clients, consultants and boards have unrealistic expectations from a project and want to implement the idea as quickly as possible. This stems from the competitiveness of the industry, pushing stakeholders to set business requirements that are impossible and illogical.
These are the soft skills of a project manager. In the same way that project managers work with their subordinates, they also need to be able to manage their superiors. The project manager is there to protect the team and respond to unrealistic expectations. By giving the team feedback, they will be able to bring back the client and the project.
The construction industry involves greater risks and costs than any other industry. Workers face real risks on site, including bodily injury and even loss of life. Therefore, risk management is a top priority for project managers. They must be proactive in identifying safety issues and strive to complete construction projects without untoward incidents.
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One of the best ways to reduce hazards in the field is to involve workers in the safety process. Project managers should be able to encourage them to report potential hazards on the construction site as well as accidents that occur. Project managers should also have a site-specific security management plan. Not all construction projects are the same, so it’s important to tailor your plan based on the specific needs of the project.
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These are just a few of the challenges that project managers may face during construction projects. Depending on the nature of the problem, the project manager must proactively find a solution to the problem before it affects the success of the project.
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6 Ways to Build Your Construction Team Up to December 4, 2022Educating yourself on new technologies and skill sets means meeting deadlines more efficiently, reducing equipment wear, saving fuel and money, and … Read more → Every project team member is expected to keep records in the project. The hand notes contain a summary of the day’s events in the members’ own words. It is used to track daily work activities, conversations, observations or other important information related to construction activities. You can refer to the handwritten notes in the event of a dispute, and the handwritten notes contain information related to the dispute. Handwritten notes can be used as evidence in court.
Record records of routine activities on site, such as call records, broadcast records, delivery records and RFI (Request for Information) records.
Daily work reports are a more formal way of recording site information. It contains information including the day’s activities, temperature and weather conditions, equipment or materials sent, visitors to the site and equipment used that day. Today’s record
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The daily labor report is a form of birth. This document will help pay for the work.
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For instant updates, join our Whatsapp group. Save our contact on Whatsapp +919840140396 also send message “JOIN” In civil engineering project there are many activities of integral nature. For this, it is necessary to apply project management methods and manage each step. This will ensure that all short, medium and long term goals are met.
Project Management should focus on: strategy and business value, management tools and leadership. This is done to get quality results, in the shortest possible time and invest minimal resources. In the PMBOK (Project Management Body of Knowledge) guide, the person who performs this important position must have certain skills, such as
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It was created in 2000 by Kent Beck. It is used in projects with deadlines and aims to reach a quick decision on the planning of activities between the client and the work team. They seek to easily reach agreement and adapt to change.
It was proposed in 1994 and now
