Ten Key Elements of an Effective Construction Management

Ten Key Elements of an Effective Construction Management

 Ten Key Elements of an Effective Construction Management 

 
The construction industry has a ‘mantra’ that actually represents the dreams of the executives “We need to finish this project within the deadline, and under budget”. How to get there, well that is the issue! On a daily basis, construction firms face all sorts of problems, to actually finish on time and meet the cost requirements. From lack of manpower, or qualified manpower, from low productivity to poor subcontractor’s performance, from poor machinery utilization to equipment breakdown, from site organization issues to delays caused by transportation and logistics.
Whether these are recurrent or isolated issues, the construction managers and executives can achieve their goals. In order for that to happen, some key elements need to be in place, structured and supported by a robust management system. Here are the 10 Key Elements of an Effective Construction Management: 
 
1. PLANNING - To ensure that information is shared across the structure, in advance and that the preparation is done.  
2. PURCHASING/PROCUREMENT - To ensure that materials, services and drawings are provided on time for the execution.  
3. HUMAN RESOURCES - To ensure that manpower is resourced on time and in the right levels through a structured Manload/Master-Schedule tool.  
4. SUBCONTRACTORS - To ensure that contractors provide manpower accordingly to requirements and perform as expected.  
5. SITE ORGANIZATION - To ensure that materials are organized and that the site is clean and with proper identifications. 
6.LOGISTICS - To ensure a structured plan/process for internal and external movements, shifting and transportation.  
7. EXECUTION & QUALITIY - To ensure focus on performance management, productivity, quality, plan attainment and costs. 
8. TOOLS - To ensure standardization of tools, transparency and reliability of data acquired for analysis.  
9.TRAINING/COACHING - To ensure that management and supervisory levels are trained and coached on how to manage performance.  
10. MANAGEMENT SYSTEM - To ensure clarity on accountability, meetings, interval of control, variances and action plans. 

We have supported industry leaders around the world to effectively manage their construction projects, both in environments where the deadline and costs were critical, at the start or in the middle of these projects. If you would like support with successfully managing your construction projects, please get in touch.

                                                           Daniel de Castro Menezes
About:
With a well grounded background in Managing Projects, I’ve demonstrated success in many fields (processes optimization, restructuring, strategy management), where qualities as leadership, loyalty  and passion allowed me to deliver much more than my customers expected. The goal  IMPROVING PROFITABILITY. The way to achieve it is what makes the difference. Leading people, coaching people, and accepting challenges … this is what moves me forward.  
 
A C-level professional, graduated in Electrical Industrial Engineer, and MBA master’s in business administration at Fundação Getúlio Vargas - FGV (Brazil), specialist in profitability improvement projects. Experienced project/analysis director leading organizational analyses, transformation and improvement projects in operations, maintenance, administrative, logistics, sales and strategic planning fields, working in South, Central and North America, Europe, Africa and Asia.  Successfully implemented change management projects and tools as Balanced Scorecards, Scrum and Agile Teams, PMO programs, Turnaround programs, Organizational Redesign, Lean Manufacturing and Maintenance, amongst others. 
Guided teams and work groups, as well as implemented best practices in human resources management and people development. Delivered and developed solid commercial agreements and partnerships, as well as successfully managed budgets, exceeding the financial commitments with the board of shareholders. Successfully delivered results when managing consulting businesses in various regions in the world.  Fluent in English and Spanish, native at Portuguese. Easily take lead at public presentations, creative, innovative and ability to roll out the acquired knowledge as well. Considerable experience in providing training for several companies and clients. Born on December 14th, 1979 in Brazil

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