HOUSE BUILD PROJECT MANAGEMENT IN THE UNITED KINGDOM

 Milestone Builders is a Luxury Project Management Company that aims to simply build and design dream living spaces, eliminating the stress of building for families and working professionals. We use our unique Milestone Method to ensure our projects are designed and built to perfection. 

 The winning bidder arranged overseas fabrication of the rig, kept overhead costs low, and proposed a novel assembly procedure by which construction equipment was mounted on completed sections of the platform in order to speed the completion of the entire structure. The result was lower costs than those estimated and bid by traditional firms.

 Of course, U.S. firms including A/E firms, contractors and construction managers are also competing in foreign countries. Their success or failure in the international arena may also affect their capacities and vitality to provide services in the domestic U.S. market.

 Increasingly, some owners look to contractors or joint ventures as a resource to design, to build and to finance a constructed facility. For example, a utility company may seek a consortium consisting of a design/construct firm and a financial investment firm to assume total liability during construction and thereby eliminate the risks of cost escalation to ratepayers, stockholders and the management. On the other hand, a local sanitation district may seek such a consortium to provide private ownership for a proposed new sewage treatment plant. In the former case, the owner may take over the completed facility and service the debt on construction through long-term financing arrangements; in the latter case, the private owner may operate the completed facility and recover its investment through user fees. The activities of joint ventures among design, construction and investment firms are sometimes referred to as financial engineering.

 This type of joint venture has become more important in the international construction market where aggressive contractors often win contracts by offering a more attractive financing package rather than superior technology. With a deepening shadow of international debts in recent years, many developing countries are not in a position to undertake any new project without contractor-backed financing. Thus, the contractors or joint ventures in overseas projects are forced into very risky positions if they intend to stay in the competition.

 Improvement in quality and reduction of waste everywhere. Rather than increasing costs, reducing defects and waste proved to improve quality and reduce costs.

 Empowering workers to be responsible for satisfying customer needs. In construction, for example, craftsman should make sure their work satisfied the design intent.

 Lean construction is intended to spread these practices within the construction industry. Of course, well managed construction projects already have many aspects of lean construction. For example, just-in-time delivery of materials is commonplace to avoid the waste of large inventory stockpiles. Green building projects attempt to re-use or recycle all construction wastes. But the systematic attention to continuous improvement and zero accidents and defects is new. Back to top

 In the project life cycle, the most influential factors affecting the outcome of the project often reside at the early stages. At this point, decisions should be based on competent economic evaluation with due consideration for adequate financing, the prevalent social and regulatory environment, and technological considerations. Architects and engineers might specialize in planning, in construction field management, or in operation, but as project managers, they must have some familiarity with all such aspects in order to understand properly their role and be able to make competent decisions.

 Since the 1970's, many large-scale projects have run into serious problems of management, such as cost overruns and long schedule delays. Actually, the management of megaprojects or superprojects is not a practice peculiar to our time. Witness the construction of transcontinental railroads in the Civil War era and the construction of the Panama Canal at the turn of this century. Although the megaprojects of this generation may appear in greater frequency and present a new set of challenge, the problems are organizational rather than technical. As noted by Hardy Cross: [6]

 It is customary to think of engineering as a part of a trilogy, pure science, applied science and engineering. It needs emphasis that this trilogy is only one of a triad of trilogies into which engineering fits. This first is pure science, applied science and engineering; the second is economic theory, finance and engineering; and the third is social relations, industrial relations and engineering. Many engineering problems are as closely allied to social problems as they are to pure science.

 As engineers advance professionally, they often spend as much or more time on planning, management and other economic or social problems as on the traditional engineering design and analysis problems which form the core of most educational programs. It is upon the ability of engineers to tackle all such problems that their performance will ultimately be judged.

 The greatest stumbling block to effective management in construction is the inertia and historic divisions among planners, designers and constructors. While technical competence in design and innovation remains the foundation of engineering practice, the social, economic and organizational factors that are pervasive in influencing the success and failure of construction projects must also be dealt with effectively by design and construction organizations. Of course, engineers are not expected to know every detail of management techniques, but they must be knowledgeable enough to anticipate the problems of management so that they can work harmoniously with professionals in related fields to overcome the inertia and historic divisions.

 Paradoxically, engineers who are creative in engineering design are often innovative in planning and management since both types of activities involve problem solving. In fact, they can reinforce each other if both are included in the education process, provided that creativity and innovation instead of routine practice are emphasized. A project manager who is well educated in the fundamental principles of engineering design and management can usefully apply such principles once he or she has acquired basic understanding of a new application area. A project manager who has been trained by rote learning for a specific type of project may merely gain one year of experience repeated twenty times even if he or she has been in the field for twenty years. A broadly educated project manager can reasonably hope to become a leader in the profession; a narrowly trained project manager is often relegated to the role of his or her first job level permanently.

 The owners have much at stake in selecting a competent project manager and in providing her or him with the authority to assume responsibility at various stages of the project regardless of the types of contractual agreements for implementing the project. Of course, the project manager must also possess the leadership quality and the ability to handle effectively intricate interpersonal relationships within an organization. The ultimate test of the education and experience of a project manager for construction lies in her or his ability to apply fundamental principles to solving problems in the new and unfamiliar situations which have become the hallmarks of the changing environment in the construction industry.

 When you're new to construction, there's a ton to learn. This article will cut your learning curve by teaching you the basics of project management in the classic construction project management for dummies style. Enjoy.

 Construction Project Management (CPM) is the process of managing a project from the first initiation to the last handover or maintenance process.

 The aim of CPM is to always finish on time, within budget and with required deliverables. CPM can be an excellent method for companies from any construction sector such as fit-out, demolition, heavy civil or building.

 Usually, we can divide the project management process in construction into five stages, but the specification can vary and depends on your company's needs.

 CPM starts even before any work on a construction site occurs. During the pre-contract stage, all essential factors are set: estimated budget, type (open bid vs close bid), delivery date and main deliverables that need to be fulfilled in quality, as well as features.

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 After that, you can create a Project Initiation Document (PID). The document aims to define your project, secure all the decisions made during the meetings and define the responsibility of each project participant. The clear division of duties is crucial as when risks occur, it will be much easier to find the person responsible for it and react faster.

 Once the frames are set, it is time to plan each stage of the project. During the kick-off meeting, the project manager organises the team and sets responsibilities and objectives.

 Also, such a meeting is connected with the WBS (the work breakdown structure), in which the main deliverables specified in the project initiation document are divided into smaller tasks.

 However, to not overwhelm you with the number of definitions and specialised terminology, the most important thing you must remember to do in this phase is to create a proper schedule for your project. In an adequate plan, you need to include the procurement phase, the delivery dates of materials and, if possible, some extra time in case of any delays.3.

 With a good plan, we are ready to work! The construction delivery stage connects with two main activities: executing and monitoring.

 For both, you need proper and fast information flow in the company. Even the best project manager will not be able to see and know everything. That is why they should be all the time in contact with the employees working on the construction site to be able to monitor the project’s progress.

 Expect the project’s progress: the project manager should also have a constant view of the budget. Whenever you add a new expense to the project, it should be automatically visible in the budget!

 Expect the project’s progress: the project manager should also have a constant view of the budget. Whenever you add a new expense to the project, it should be automatically visible in the budget!

 When all works on construction sites are done, it's time for the completion processes. The project manager summarises the project regarding the provisions of the contract and the Project Initiation Document.

 The final report should include what worked well, what kind of risks occurred and how the team dealt with them, the final budget with costs split into categories, and other information depending on the contract requirement.

 Except for the primary documents, the project manager should also create a report with lessons learned for future projects.

 Such documents include all the demanding situations from the project with a description of how the team managed them. Such lessons learned are crucial for future investments as they help avoid the same mistakes, assuring the projects' profitability.

 Maintenance Processes will not occur in each project, but depending on the contract, they might happen. This phase includes all processes connected with repairs, parts exchange or additional services.

 That is why to conduct it properly, all documentation related to the project should be stored after its completion and easily accessible to any employee (as the project manager might be already involved in a different project).

 The role of the construction project manager consists of taking care of proper project planning and initiation, controlling all the stages and the set budget during the execution.

 Construction project management software is a system that helps organise, execute and control all the processes connected with the project.

 The main aim is to automate and streamline repetitive tasks while keeping the project in line with time and budget. Nowadays, you can see many different project management software on the market that offer digital, often cloud-based support, keeping all information gathered and managed by the project manager and updated in one place.