Project management 2021? The flow of communication affects the flow of a construction project. Problems and delays can occur when people stop communicating or responding to inquiries. When everyone is communicating effectively and efficiently, it leads to better collaboration and projects tend to run smoother. Whether you’re managing one project or multiple projects, it’s easy to get bogged down with everything that needs your attention. Don’t try and do everything at once. Multitasking isn’t a skill anyone can master. Trying to juggle too many things at once will often lead to mistakes or errors in judgment that will lead to even bigger problems. Instead, prioritize issues and problems in a way that makes sense and works for you. For some, it might be easier to tackle the smaller issues first and then focus on the larger problems. Others may decide to take on the issues that will have the biggest impact on the project whether that be financial, lost productivity, or something else. Spend time working with your project team to develop a game plan to address the issue and avoid unnecessary downtime or delays. If you’re constantly running around trying to put out fires you won’t be able to properly manage your project.

Managing construction projects is no small feat. With 1000s of action items to handle, timelines to be met and projects to be delivered, the question many project managers face is, “is my team working as effectively as possible?” In efforts to help you answer that question, we asked over 30 experienced project managers in the construction industry about how they spend their time on the job, their best advice for managing their team, and how they know when their team is performing to its full potential.

We often get called in by new clients who have employed a consultant to support them to resolve a particular issue, only to find that the consultant prepares an extensive report on the problem without supporting the client with defining an effective solution. Given our multi-disciplined engineering and project delivery skills we are ideally placed to develop these third party consultancy reports into practical and deliverable engineering solutions…better still though, just employ PM PROjEN from the start and we can take you through all phases of the required work. Read additional information at project management services.

CDM 2007 continued to bring change to the industry and followed on from the original CDM Regulations introduced in 1994. As from the 6th April 2015, the new CDM Regulations came into force replacing the CDM 2007 Regulations. This change was driven by the EU to bring the UK’s health and safety management system fully in line with the EU Directive 92/57/EEC on ‘Temporary & Mobile Construction Sites’, first published in 1992. As a Design and Project Management Company, PM PROjEN are extremely well placed to support our clients through the process of migrating from the CDM 2007 to the CDM 2015 Regulations. Key changes to Regulations included the removal of the CDM Coordinator and increased responsibility for the Client and the Principal Designer, (a new duty holder in the 2015 Regulations).

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. Read even more information at https://www.projen.co.uk/.