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Shabna has over 6 years of experience in the construction project management sector, having worked with leading consultancies like AECOM, Colliers, and CBRE. She is a Civil Engineer with a Master’s degree in Building Engineering and Management from SPA, New Delhi, and has a deep understanding of project management processes with a focus on project controls and presentation.
In 2021, as businesses continue to digitize operations with a vengeance, the question arises: what sort of opportunity does this ‘enforced digitization’ offer to companies struggling with cost and time overruns in project management?
Your project’s schedule is the point where the project’s strategy meets project execution. The scheduling environment is very complex. To start with, we have key stakeholders like project owners, consultants, contractors, sub-contractors, and suppliers. Very often they have conflicting interests in many aspects of the project especially related to time, cost, and scope. The complexity is compounded by other factors like different scheduling tools, hybrid project life cycles, diversity in progress measurements to cite a few.
This article focuses on the key aspects the scheduler of construction projects must consider creating schedules that capture the strategic aspects apart from the activity sequences to develop effective schedules that support the project’s execution strategy.
It’s true that Quality comes at a cost. However, even though purchasing quality materials comes at an additional and often hefty cost, implementing quality management practices need not. Just as we prioritize the quality of the final product we need to prioritize the creating and implementing of processes that can ensure quality through all the stages of delivering that final product ie a completed project. And since rework and return trips cost time and money and a job isn’t deemed ‘done’ until it reaches 100% quality, how about going the extra mile to ensure that everything gets done 100% right the first time? Here are my thoughts on how that can be achieved.
Are there any projects without a single change order or EOT or cost overrun? Could any project manager truthfully reply ‘Yes’ to this question? Doubtful. His reply would more likely be about the number of change orders he handled during his tenure or the entire project and the same about Extension of Time and cost overruns. In other words, change orders and EOTs and cost overruns are practically inevitable in today’s projects, despite an approved budget and timeline, scope document, an approved list of makes, signed-off Ts and Cs, BOQ, and drawings.
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