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12 Proven Time Management Tips For Construction Project Managers

25/7/2017

Many construction Project Managers appear not to have enough time in their day. They always seem stressed, harassed, and work excessively long hours. They seem to be always rushing around phone glued to their ear or attending meetings. Every day there seem to be new crises to deal with on their project. Is this you?

But, there are a few Project Managers that appear relaxed, ordered and calm. There are problems to deal with – but they don’t seem to occur as frequently. Are they just lucky and have an easy project? Are they doing their jobs diligently? Well sometimes they do have an easy project, but invariably you’ll find that they are more organised and their projects are run more efficiently, resulting in fewer mistakes and crises.

Following these 12 tips may get you home earlier

Plan the project. I don’t mean prepare a construction schedule, which is also important. Rather planning the project means selecting the best construction methods, ensuring the required resources are on the project when they’re needed, and the timely ordering of construction materials and equipment. Planning is critical at the start of the project before work begins, but, planning also needs to be done daily. Take 10 minutes each day to step back and consider what must happen today, tomorrow and next week, and then ensure everything is in place so it will happen.
Effective delegation. It’s essential that managers learn to delegate. They can’t do everything themselves because they’ll simply run out of time and some items will be left undone. Employees want to learn new skills, they need to feel trusted, they should take on new responsibilities, so effective delegation is important to the development of employees. But, often tasks aren’t delegated properly and aren’t followed up correctly. It shouldn’t be necessary to micromanage employees, but they should be checked on to ensure they have completed the task and they should be provided the skills to carry out the task. Delegation may sometimes take a little more time and effort at first, but once employees grasp what needs to be done the time spent will be well rewarded.
You don’t have to respond to emails immediately. Some project managers are glued to their smartphones or computers. They immediately get distracted by a new email, even when they are in meetings, busy with other tasks or talking to someone. Emails can wait, and should be responded to when you have the time to send a considered reply that has been thought through. Interrupting a task midway to read an email is disruptive and could result in the task not being completed.
Don’t be distracted. Project Managers have to be able to multi-task – dealing with several issues at once. However, Project Managers shouldn’t be distracted from important duties and responsibilities by minor interruptions and tasks.
An ordered filing system is essential. Much time is wasted scanning back through emails or scratching through papers which haven’t been filed correctly. Documents, letters and emails should be filed where they can easily be found. It’s important that documents are secure and backed-up. A lost or stolen computer could result in the loss of valuable documents that could cost many hours of work to recover or recreate.
Use time-saving systems. There is a multitude of new apps and software systems. Carefully consider the benefits of these systems and whether they will link to the systems currently used. Unfortunately not all systems and apps will be suitable for your project and company, but other systems may bring time-saving benefits to you.
Take notes. Project managers have to multi-task and they are often dealing with a number of issues at once. During meetings, while walking the project, and when talking on the phone, inevitably there will be queries raised or items that crop up that need attention. Making notes of these items will mean that they won’t be forgotten, that they can be prioritised and dealt with in the order of priority. Crossing off the items as they are completed always provides a sense of achievement.
1.Set time aside to deal with important issues. Some tasks have to be done in the day. Important correspondence has to be answered, variation claims have to be submitted, materials have to be ordered. Project Managers may have to set aside some time free of interruptions (except emergencies) to complete these tasks.
Cut the chit-chat – you may have to be rude sometimes. Project managers can often be interrupted by visitors, salespeople and even staff. Sometimes these people can take valuable time with idle chit-chat, or want to discuss items that you’re not interested in. Yes, it is good to be sociable, and we all want to be friendly and pleasant, but sometimes we have urgent matters to get done and work to finish. Sometimes you have to be rude (in a nice way of course) and politely tell the person you’re busy and would like to continue the conversation when you have time. That ten minutes of idle conversation in the day may just result in you getting home ten minutes later tonight.
Learn to say no. Sometimes Project Managers take on additional tasks or accept work which they should have said no to. Agreeing to do something, and then doing it badly, or perhaps not doing it at all, often causes more problems than a simple no would have caused.
Ask for help. Some project managers end up drowning on their projects, drowning in problems and drowning in paperwork. Don’t be too proud to ask for some help. The longer you leave the problem the worse it will get. Insufficient time to attend to day-to-day project issues will mean that tasks get left undone, which will invariably lead to more problems and crises later, which will demand even more time to resolve.
Keep meetings brief. Project Managers often have to attend numerous meetings. Meetings can be useful, but, many are poorly run and waste excessive time. Ensure your meetings follow a set agenda. Control idle chatter and discussions that wander off the topic. Much time is wasted when some attendees arrive late. Tardy attendance and poor time keeping should not be tolerated. Insist that those attending the meeting are capable of making decisions. Be prepared for the meeting with answers and points that need to be discussed, and raise these under the relevant agenda items. Frequently items don’t get closed-out and are carried-over to the next meeting – wasting more time. Don’t argue minor irrelevant points, or items where you are clearly wrong – it only wastes time and irritates people.

Conclusion

Preventing fires is often easier and takes less time than putting out a raging inferno. Proper planning, a good team and a well organised project can often prevent problems from occurring. Unfortunately many Project Managers spend much of their time solving problems that should have been avoided.

Do you find you don’t have enough time in your day? What are you going to do about it?

This article was first published on the ClockShark website.
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To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:
'Successful Construction Project Management: The Practical Guide'
'Building a Successful Construction Company: The Practical Guide'
'Construction Claims: A Short Guide for Contractors'
'Construction Project Management: Tips and Insights'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Order your books from Amazon
Order your books from Amazon UK
© 2017 This article is not to be reproduced for commercial purposes without written permission from the author.

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10 Commandments for Construction Project Managers

21/7/2017

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How many times have we started or finished a problem construction project just to realize the obvious painful truth? We didn’t do one or more important steps that we KNOW should never be neglected. We’ve learned this lesson before, but for some reason it’s happened again. For that reason, we’ve developed a list of the 10 Commandments for Construction Project Managers. Post it on your wall, keep it in your truck, or tattoo it on your forehead. Just don’t forget to follow it!

The 10 Commandments for Construction Project Managers:

I shall not do any work without a signed contract.
I will read and understand the contract document so that I know each party’s’ obligations in terms of the contract. I will ensure that we operate in accordance with this contract.
I will prepare a construction schedule which takes into account restrictions imposed by the client, the available resources, access dates to the work areas, the available information and the normally expected weather conditions. I will ensure this construction schedule is approved in writing by the client and that the construction team understands and follows the schedule. Progress against the schedule will be regularly updated and any slippage will be investigated and caught-up.
I will plan the project before starting work. This planning includes selecting the appropriate construction methods, organizing the required resources and ordering all construction materials.
I won’t start work before all permits and permissions are in place, or before all known services and utility lines and pipes have been located, clearly marked, and protected or made safe.
I will ensure that the construction team is aware of all hazards, that they are competent and have the appropriate training. They should know the safety, quality and behavioural expectations for the project.
I will ensure that variation claims are timeously submitted when there are changes, additional work or delays, which were not of our making and which could not have been foreseen or allowed for when we priced the project.
All instructions of a contractual nature which could have time or cost implications, which are received from the client, or issued to our subcontractors, must be in writing.
I will ensure that all work is done safely.
I will see that the work is done to the best quality and in accordance with the project’s specifications and standards. I will always strive to produce work that I will be proud of and to a quality that the client expects.

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The Secret to Finishing Construction Projects On Time

11/7/2017

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Want to start finishing construction projects on time? So, you’ve just been given a new project to get started and manage. As the project manager, what goes through your head and how do you feel? Probably, like most of us, there’s a mild panic attack, butterflies in the stomach and trepidation. There’s also excitement and you want to get started. You are soon inundated with paperwork and meetings. The client is demanding that work starts as soon as possible, but, not before they’ve received all their required paperwork – permits, construction schedule, method statements, copies of insurances, qualifications of the construction team, and, the list seems to grow.

What we do in the next day and week could define the success of the project. So here are a few things you should consider before leaping into your next project. Sometimes it could even be worth delaying the start of the project a couple of days to allow time to properly plan the project. Mistakes made at the start of the projects could haunt you for the rest of the project.

Before starting the project:

Read the contract document.
Understand the scope of work.
Take cognizance of any project constraints.
Study the bid (price) submission.
Consider the type and quantity of the available resources.
Visit the project site.
Decide on the construction methodology.
Plan the project.
Start recruiting the project team.
Meet the client and their team so you understand their concerns and requirements.

In preparation for beginning work:

Prepare the construction schedule, submit it to the client and ensure they approve it.
Set-up the safety plan and documentation.
Put a quality control plan in place.
Ensure all the construction permits are approved.
Submit all the project documentation that the client requires.
Plan the project logistics.
Decide on the location, size and type of the project offices, stores and lay down areas.
Order equipment, materials, and resources required to start the project.
Order long-lead items.
Ensure the utilities such as power and water are available in sufficient quantities for construction.

Don’t start the project before doing this:

Ensure there is a written and valid order/contract in place and that this document adequately protects the contractor and is in accordance with what was priced.
Check that there is adequate insurance in place.
Know where the existing services and utilities are, such as; electrical cables, water mains, and gas pipes.
Make sure that all the required construction permits and approvals are in place.
Where relevant, that you have received any guarantees, sureties or deposits that the client must provide and that these are valid.
Understand the project risks and know what mitigating actions must be taken.
Note and document the condition of the surrounding structures and roads. Confirm the condition with the relevant owners so that your work isn’t blamed for damages that may already exist.
Verify the project site boundaries and the setting out points – more than one building has been constructed on the wrong property or out of position.
Understand the project hazards.
Confirm with the client who in their team has the required authority to issue instructions and agree claims, and what the correct communication channels are.

Moving onto the project

Communicate with the client, neighbors and, where necessary, other stakeholders that will be impacted by the work.
Secure the project site to ensure that the public can’t enter the project, and be injured and prevent theft.
.....Continue Reading.......

This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
Please share this post
To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:
'Successful Construction Project Management: The Practical Guide'
'Building a Successful Construction Company: The Practical Guide'
'Construction Claims: A Short Guide for Contractors'
'Construction Project Management: Tips and Insights'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Order your books from Amazon
Order your books from Amazon UK
© 2017 This article is not to be reproduced for commercial purposes without written permission from the author.

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Is your construction project stressing you out? 12 steps to reduce the stress of construction.

4/7/2017

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Image courtesy of markuso at FreeDigitalPhotos.net

Stress is a leading cause of human illness and disease. Many doctors’ visits are from stress related ailments. Stress increases the risk of heart attacks and strokes. Stressed people often overeat, or eat unhealthy foods. Many stressed people lose sleep every night which leads to poor productivity at work. Stress can reduce grey matter in the brain leading to future psychiatric problems. Stressed people spend much of their time worrying, so their day-to-day tasks become neglected. Stressed people can become fearful of making decisions. Stress can cause people to become short-tempered, sometimes even becoming irrational. It’s not pleasant working for a stressed manager, or with a stressed co-worker. Stress leads to more stress.

Surely these are enough reasons to make the average project manager take steps to lessen the stress on their project?

How can we lessen stress on our projects?
Visiting some projects, and dealing with some project managers can be exhausting. There seem to be a permanent situation of crisis, people are shouting, almost a note of panic, there are people on the phone, changes of plan, begging and pleading. Then there are other project managers that, almost casually, get on with the job. Why are some project managers always solving crises while others go about their jobs quietly and calmly, simply getting tasks done? Is it because some projects are not as tough as others? Well, some projects are tougher than others, but it is often only about the way the project manager operates. Yes, that calm project manager will sometimes hit a problem, they may get a bit excited, they may work late sometimes, and they may have to pull in some favours from suppliers and subcontractors, but it’s not the norm.

How can we destress our lives and projects?

Plan. Proper planning can avoid many of the crises that envelop some projects. Planning means selecting the most appropriate construction methods, it’s about ensuring that materials, equipment and resources arrive on time and in sufficient quantities. It’s about planning the project before starting the project. It’s about daily planning, knowing what has to be done tomorrow and next week and ensuring that everything will be prepared.
Manage time effectively. Many project managers are poor time managers. They never seem to have enough time. Have an ordered document filing system. Use a notebook (electronic or paper) to note questions, problems and tasks, cross items off after they’ve been done. Learn to ignore emails until you can read them properly – don’t be distracted by incoming emails which interrupt you while you are attending to other tasks. Set quiet time aside to get tasks done.
Employ the right team. A project isn’t built by one person, it’s a team effort. The right team means selecting the right suppliers and subcontractors. It’s about having the right employees with the right skills, who are committed to delivering a quality project, safely.
Delegate effectively. Don’t be scared to delegate, but ensure the person that’s been delegated the work has the knowledge and authority to execute the task. Don’t micro-manage others work, but do ensure that it is done satisfactorily. Remember, it doesn’t have to be done exactly the way you would have done the task, but it should have an acceptable result.
Ask for help. A project manager can’t be expected to know everything, so learn to ask for expert advice when necessary. It may sometimes cost a little, but this cost could become insignificant in the time and money it saves the project. Even just discussing a problem with someone can provide a solution, or at least help share the burden. We all need a little help sometimes. Don’t drown in work and problems. Your manager may not want to hear that you want help, but they definitely won’t want to hear that problems have escalated because you had insufficient time to deal with them.
Effective problem detection and problem solving. Far too often project managers don’t pick-up when there’s a problem developing. They don’t notice the small cloud of smoke, until there’s a raging inferno and the problem has suddenly become out of control. Try and see potential problems before they become a real problem. Take action so it doesn’t become a problem. Some project managers ignore problems hoping they’ll go away – unfortunately they seldom do. Sometimes project managers take the wrong actions to try and resolve a problem. They don’t understand the underlying cause of the problem. This only wastes more time and effort and allows the problem to become worse. Nothing beats getting out on the project site to see firsthand what is happening.
Don’t commit to unreasonable time lines. Often contractors agree to unreasonable construction schedules which put their project managers under undue pressure. Too often we agree to tight timelines our clients request. Everyone wants the impossible, but, sometimes clients need to understand why the timeline is impossible. Often timelines can be negotiated, and clients can get the critical sections of work delivered on time while the other sections follow. If clients won’t budge and are unreasonable maybe it’s time to change clients. No project is worth stressing you and your team out.
Take some time out. Construction can be a demanding 24/7 job. Learn to switch-off. You don’t have to take phone calls during family dinner, you don’t have to work late every night, you don’t have to be responding to emails at all time of the night or at weekends. Learn to take time off. Plan some weekends away with the family. A holiday is a holiday and shouldn’t be interrupted by work. A quiet weekend with the family can recharge you for the week ahead. A happy family often translates into less stress at home.
Don’t take it personally. In construction things will go wrong. We will make mistakes. We will have a bad day on the project. Managers and clients will become annoyed with us. Employees will become angry and truculent. Suppliers and subcontractors will let us down. Don’t take it personally. Learn to admit when you made a mistake. Often that shouting, rudeness and cursing by others isn’t directed at you personally, even if it feels that it is. They probably are just as frustrated and overworked as you. If they have a problem with you, it’s probably more a problem with them. Don’t let negative thoughts clutter your mind – it will take valuable time away from getting your work done.
Know which battles to fight and which can be avoided. Sometimes it’s not worth arguing and winning every point – rather look at the bigger picture. Don’t become bogged down in the petty squabbles, or making excuses and defending minor issues.
Learn to say no. You can’t do everything. You can’t please everyone. Learn to say no politely, explaining the reason for no and possibly offering alternative solutions. No to discounts, no to impossible timelines and no to extra work you can’t do.
Don’t worry. Worrying never solved anything. Sleepless nights don’t solve problems. Stop worrying about the things you can’t control – it doesn’t help. Stop worrying about the things you can control, and rather take action to ensure you don’t have to worry about them.

Conclusion
Construction is difficult, it is stressful, things will go wrong, people will let us down, clients will be unreasonable. But we often make our jobs more stressful. We create extra problems. We take on extra work we shouldn’t. We don’t delegate. We don’t plan and we are disorganised.

Take a step back and look at how you are managing your project. What can you do differently? What can you change? Don’t let stress send you to an early grave. A less stressed you will be a more efficient you, and a more pleasant person for your colleagues and your family.

Is your project stressing you out? Why? What can you change?

This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books. These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website.

Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.

© 2017 This article is not to be reproduced for commercial purposes without written permission from the author.

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12 Proven Time Management Tips For Construction Project Managers

Conclusion

10 Commandments for Construction Project Managers

The Secret to Finishing Construction Projects On Time

Is your construction project stressing you out? 12 steps to reduce the stress of construction.

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