Articles by our team on optimising your project performance with best practice, technology and a bit of common sense!
We construction people all have a little bit of construction cowboy in us. It’s that restlessness you get when stuff isn’t getting done, those cold sweats when it has been too long since your last concrete pour, the little feeling of pride as you did your hard hat to get out and build a monument to humanity’s greatness.
In construction, project changes are inevitable. Building in the management of change is therefore a pragmatic and necessary step. For successful progressive construction claims having a clearly defined integrated change management processes is a must. Here are some of the key facets to address to create a successful integrated change management process.
Making sure that entitlements for delays and changes are protected is the lifeblood of any contractor. The risk here is existential to the organisation and many contractors have gone bankrupt because they failed to manage their changes properly.
These are some of the potential ways that contractors can set themselves up the right way for data driven project delivery.
Showing visualisations on earned value not only demonstrate strong data capability but also the fact that you can actually deliver an earned value process on your project.
Data and digitisation give clients more certainty and a better understanding of their site.
The demand for more datacentre capacity is exponential and therefore a continued growth industry opportunity for construction companies. Here are some of the common challenges in delivering datacentre projects successfully.
A construction project going wrong is no surprise to anyone. It’s so common from systematic delays to budget overruns that even people who don’t work in this sector know it.
Despite being “Building Information Modelling”, if you still think doing BIM is basically doing a 3D model, you might want to think again.
The cost and time required to resolve disputes can be massively damaging for a company, so here are 3 tips to help you avoid getting into disputes in the first place.
Let’s face it, there’s no such thing as a Perfect Project Leader, but some are pretty close. A good project leader does a lot of things but these are 3 things all perfect ones do.
In the emerging Data Analysis revolution we are facing, we are gradually becoming experts in extracting and correlating clinical data, but analysing subjective information becomes a complete different task as we can’t measure its outcomes objectively.
If you can’t count what’s important, you make what you can count important
A crucial opportunity to align the contract with the intended work sequence.
Many projects aren’t as on the ball in this area even though the costs can be significant. I think there are three main reasons for this.
Developing a key date strategy for your subcontracts is a very simple way to make sure all trades on site are working toward the same overall programme of works and you are protected against knock-on delay risks.
Project planners generally get a pretty bad rap. This is because a lot of them are just plain terrible. I thought I would write a light hearted article on the topic. I am sure most of you will recognise some of these.
Neglecting these elements leaves the contractor commercially vulnerable to client delays due to the lack of evidence that the third party dependency was the real cause of change.
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Many projects aren’t as on the ball in this area even though the costs can be significant. I think there are three main reasons for this.
If you can’t count what’s important, you make what you can count important
In construction, project changes are inevitable. Building in the management of change is therefore a pragmatic and necessary step. For successful progressive construction claims having a clearly defined integrated change management processes is a must. Here are some of the key facets to address to create a successful integrated change management process.
© All rights reserved Laminar 2022 Laminar Group Ltd. Registration No.11108678 Registered Office: 20-22 Wenlock Road London N1 7GU United Kingdom. Place of Registration – England & Wales. VAT No. 291810402.
© All rights reserved Laminar 2019 Laminar Group Ltd. Registration No.11108678 Registered Office: 20-22 Wenlock Road London N1 7GU United Kingdom. Place of Registration – England & Wales. VAT No. 291810402.
