Premium project management services today? Once the project is completed, gather your team to do a postmortem to assess your team’s performance. There’s always room for improvement so be sure to discuss any areas of concern and discuss how to do better on the next project. Be sure to highlight your successes as well and determine how you can apply that to your next project. Discuss what problems arose on the project and how you solved them. Was it the best way, or was there something else that could have been done that would have resulted in a better outcome? Did you deliver the project on time and within budget? Were you able to execute the plan and schedule as expected? If not, what adjustments had to be made? Was productivity at an acceptable level or could you have done better? Questions like these will help give you an honest assessment of your performance on the project and hopefully highlight ways to do even better on the next one.
Project managers also dedicate a significant amount of time to meetings, an average of just under 1.4 hours per day. If emails and meetings count as “managing”, this adds up almost perfectly to an 8-hour workday, with about half of the hours spent on emails and meetings, and the rest spent working on other activities that move the metrics they care about most. Impressively enough, when asked how they split their time between “managing” and “working” most common answer we received was an even 50/50 split. This not only means that these managers balance their time well, but that their perception of how they spend their time is accurate down to the hour.
Clearly as a full Project lifecycle design and delivery organisation we need to have all of the skills that you would expect from a pure Engineering Consultancy. However, consultancy businesses do not typically have the full design and delivery capability that a business like PM PROjEN possesses. Why is this an important factor when choosing an Engineering Consultancy to support you? We believe that when you design and implement engineering solutions that it enhances the understanding of any engineering challenges and this learning helps us to take a highly practical and pragmatic approach to engineering consultancy tasks. Discover additional info at engineering consultancy.
CDM 2015 has had an impact on the industry, as does most change, however change in this case can be seen as a positive. The challenge has been to deliver the change with a smooth transition over the 6 month period April to October 2015 as the CDM Coordinator was phased out and the new Principal Designer role was established. The following duty holder roles are summarised from the CONIAC (Construction Industry Advisory Committee) guidance which is freely available to download.
Our core business involves all elements of the project lifecycle from project inception, (including feasibility studies, capital justifications, front-end engineering) right through the detailed design and construction phases, (including the delivery of full turnkey projects). Our extensive experience across a wide range of industries encourages the cross fertilisation of ideas and the adoption of best practice techniques. Some of our key clients include; Syngenta, Cargill, Croda, BP, Altana, Aggregate Industries, Sanofi, DePuy, New Britain Oils, National Grid, Cadent and Scotland Gas Networks. Discover even more details at https://www.projen.co.uk/.
