A Project Manager At Andres Construction Services

Although PROSOCO is a national firm, we have a strong network of technical field staff, which allows the company to work with local teams on regional projects. Teaming with Dallas based Brown Reynolds Watford Architects (BRW) on USPS Fort Worth was a privilege, as well as another opportunity to work with regional experts. For more than 30 years, BRW has been focused on enhancing the built environment through responsible architecture and innovative design. The firm is renowned for its creative design solutions that work with the natural context and history of each site. BRW considers both the cultural and practical values of older buildings and examines why preservation can be beneficial to both a community’s culture and the local economy. It was exactly this shared sensibility that made our work together in Fort Worth so satisfying.

First, one must integrate project scheduling, calendarization, throughout the project life cycle. Calendarization of the project allows the manager to see where bottlenecks are and adjust each projects cycle so that no one project's bottleneck overlaps. Furthermore, this master plan provides for time optimization through finding feasible optimal solutions to a projects bottleneck. Second, the manager must manage up, IE the process of utilizing technology and strong relationships with their boss to report timely, accurate information and allow for any changes that may occur. A successful project manager must always keep their superior informed about their activity. Last, managing down allows for the work to be evenly distributed and tracked. Furthermore, it allows the calendarization to keep on track as the project manager keeps tabs on both internal and external sources. Thus, a successful strategy is based on successful planning, execution, and fostering strong relationships.

The owner can be individuals seeking a home for their growing home and a developer working to make money by filling a perceived market need. Owner is where the project born and it also is a large organization responding to a change in technology.

According to Kemp, “Scheduling, or planning project over time, is a big job in project management. The key is to break it down into small, clearly defined steps. In building our schedules, we use several methods: iteration, definition of tasks and deliverables, and

Remember the old saying, "A project plan is not a schedule until resources are committed." This exercise illustrates this subtle, but very important, difference.

An article by Ted Klastorin and Gary Mitchell, suggest that planning is a critical step in project completion. We can read from this extract from the article, Optimal project planning under the threat of a disruptive event, “A critical part of most project plans is a baseline schedule (or pre-schedule; Herroelen, 2007; Van de Vonder et al., 2007) that is frequently used for timing resource allocation decisions in supplier contracts as well as communicating with project stakeholders and setting benchmarks for project monitoring and control. The

The project manager of a construction company has developed the following network diagram for her building construction project. After receiving the plans, the manager must coordinate a number of tasks. Key areas she want to focus on, is time and risk. “Planning is responsible for project Time Management. The Plan process selects a scheduling methodology, tool, sets the format and establishes criteria for developing and controlling the schedule of a project. Rules and approaches for scheduling process are defined by the scheduling methodology”. PMI (2008)

In such a setting, the project has to be rethought so that it is best completed within the initial delivery time, but with consideration to the new challenges. At a more specific level, the time allocated to drywall and framing would be doubled. With this objective in mind, the proposed schedule is as follows:

This is an ongoing process that begins once you create a schedule and the project starts, and ends when the project is complete. It includes tracking and adjusting your schedule to reflect changes that occur as the project progresses.

Detailed schedule to be carried out during project planning and performance contracts to be implemented with contractors.

Overrunning of a project is one of the common reason for project failure, 50% of construction projects overrun1. Planning phase of a project involves allocation of resources and dates with deliverables. A project overrun clearly indicates poor planning in terms of scheduling. During project execution, project activities are subject to considerable uncertainty, new activities may have to be incorporated or activities may have to be dropped. A disrupted schedule incurs higher costs due to missed due dates and deadlines, resource idleness, higher work-in-process inventory and increased system nervousness due to frequent rescheduling.

Because it could be considered significant factor which may lead to success in terms of meeting time which might be argued by exports that time is likely the main measurement of success. Wiegers (2013) outlines that the time which is spent in making plan will reduce amount of unexpected surprises which must be dealt with later in the project. He explained that how it may be important if the plan is put at the beginning of any project. Also, he explained that the time which you spend to put a plan could be shorter than the time which may be spent on future problems. He explained that project time could be decreased by planning. As well he identifies that planning leads to meet the criteria of cost in construction projects. As a study on how to organize, plan and control (BIS, 2010) demonstrates that ' ' The power of the plan is that it gives you a baseline against which you can compare actual achievement, cost and time and determine the amount of deviation from plan and hence take corrective action if required. ' ' It shows that planning has been important for finishing projects in estimated cost and time. As a consequence, when projects will be finished in short time and estimated cost it might been considered by experts successful. For instance, ' 'the criteria of time, cost and quality have long been used to evaluate the

The project schedule is the tool that conveys what work should be performed, which assets of the association will play out the work and the time spans in which that work should be performed. The project calendar ought to mirror the majority of the work connected with conveying the project on time. Without a full and finish plan, the project director will be not able convey the total exertion, regarding expense and assets, important to convey the venture. When every one of the deliverables of the project have been recognized, undertakings will be performed keeping in mind the end goal to make the deliverables.

Time and cost are two critical objectives of construction project managements, are not independent but intricately related. It is generally realized that when project duration is compressed, the project will call for an increase in labor and more productive equipment, and require more demanding procurement and construction management, and then the cost will increase. In this chapter, the definition of planning for a construction project is given and the various types of planning are described. The definition of time and cost is provided from the perspective of contractors, the tradeoff relationship between the time and cost is also described. Problem of time-cost trade-off is also present in this chapter.

The sequence in which the construction tasks are required to be carried out, so as to complete the construction project on time is described through the Programme. Such programmes usually recognize dates and duration