Skills You Need Before Becoming a Project Manager

by Andrew Arena on LinkedIn

Are you considering a career in construction project management? If you are, then there are some specific skills that you should become familiar with as you develop your skills as a leader. If you are already a project manager, then honing these skills will give you new opportunities to increase the size and scope of projects that you work on. Here are just a few tools you will need: Continue reading Skills You Need Before Becoming a Project Manager

The Role of Contract Review in Preventing Construction Disputes

by Tooey Courtmanche CEO on LinkedIn Pulse

Complexity spawns disputes, and construction today is increasingly complex. Bringing together a wide range of disparate materials and processes, and blending them to create a final project that meets the original scope and budget, is a monumental task. It takes the good will and efforts of countless organizations and their staff.

Construction disputes come with price tags that include costs in time, money and resources. The average bill on a global basis in 2013 averaged $32.1 million per dispute, according to ARCADIS, global natural and built-asset design and consultancy firm. In the U.S., dispute values hit $34 million, a threefold increase over 2012.

Using a project management solution like Procore can allow you to limit disputes by using the advanced communications, record keeping and scheduling tools available to you. There is a contractual side to minimizing disputes though. The ARCADIS report listed five primary reasons for disputes developing, three of which were directly related to contracts. Continue reading The Role of Contract Review in Preventing Construction Disputes

Risk Management Isn’t Optional. Here Are 5 Tips for Doing It Right

by Kevin Korterud on ProjectManagement.com

I’m amazed at how often I receive requests for help creating an effective risk management process. These inquiries usually come from organizations with a risk management process that hardly anyone uses. Stakeholders, program managers, department heads and executives are mystified about why nobody is declaring risks on their projects, which can create the false perception that everything is going fine.

Why does this happen? One reason is that project managers believe making risks visible to leadership could impair their efforts. Another reason is an organizational culture that creates a negative perception of risks. For example, I have seen some highly entrepreneurial companies foster a mindset of rugged heroism, which causes project managers to think they have to fix everything themselves. In this project environment, project managers worry that escalation to leadership will be seen as a sign of weakness.

Continue reading Risk Management Isn’t Optional. Here Are 5 Tips for Doing It Right