Managing design for success of building and infrastructure projects is not just about the control of a creative process it is about delivering outcomes. Paul Sancandi on developing and implementing a design management process.
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How can project managers help owners identify how they will use building information modelling (BIM) to improve internal project-related processes? Paul Sancandi provides some integration advice.
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There are crucial disconnects between our process purpose—what our customers want and what our business needs—and the reports that purport to represent process performance. Robert Lamb provides 10 essential questions you should ask of your project processes.
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“Lean must be viewed as a framework of comprehensive, integral system consisting of four interdependent elements: leadership, culture, team and practices and tools.” Prabesh Aryal reviews Gene Fliedner’s book on lean management.
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They say necessity is the mother of invention, but this doesn’t explain the ways of blue sky thinkers. Adeline Teoh ponders what gives birth to new ideas and innovative project management.
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Project workers are set to benefit from the cost cutting practices of businesses as more organisations employ a more project-based approach in their operations.
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More experienced practitioners know the people-process-technology approach to change has left holes and not delivered effective change at times. Jed Simms proposes a different kind of change management triangle.
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With increasing cost pressures, there is increasing emphasis on creating value and driving cost-saving innovations within your projects to benefit both your customers and business process.
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A very wise and trusted colleague many years ago said to me that to effect change, the first step is to tell people you are thinking about change.
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