Wie können Sie sicherstellen, dass die Bauzeitpläne effektiv verwaltet werden?

To manage construction timelines effectively, start by clearly defining the project scope and deliverables, similar to a chef planning a menu before cooking. This involves understanding the client's needs, contractor capabilities, and stakeholder expectations, akin to knowing the ingredients and dietary preferences. Set clear boundaries, assumptions, constraints, and risks to prevent scope creep and misunderstandings, much like a chef avoids unexpected recipe changes. This clear roadmap ensures everyone is aligned, reducing the likelihood of timeline disruptions, and leading to a successful project completion.

Based on 8 years as a regional sustainability, energy, and environment commission who advised and commenting on building design for my county, the key lessons we learned are: 1: Bring stakeholders into the process as early as possible to mitigate design and construction overruns. 2: Have a clear understanding of how trade impacts product costs, e.g., steel, cement, etc. and forecast accordingly. 3: Design and build for buildings that will exist and be functional for more than 100 years given future environmental and social constraints. 4: Design buildings that will be multipurpose and have flexibility built into their internal operations and maintenance modelling to allow for long-term sustainability.

The scopes are usually defined by the requirements and subsequently the designs. A complete list of ALL the deliverables is key. Apportioning appropriate time to all the activities. Considerations are required for the quality of deliverables to enhance productivity. Which means collaborations and appropriate integrations are engaged to assure “right first time”. The push and pull of cost and time needs to managed or resisted!

In today's construction climate the shortage of critical construction materials is a given. Manufacturers are not stockpiling their products to the extent they did in the old days, thus some components are months out and even then are not guaranteed for delivery on a specific date. I would recommend that the CM help the Owner identify a list of known components of their project that fall into this category. Example mechanical equipment, steel, etc.. Once identified the Owner should be encouraged to place orders and pre-purchase even before their project is put out to bid. Language in the front end documents can identify those items so the potential bidder can adjust their bids. Warranties can be addressed in the bid documents.

Effectively managing construction timelines is crucial for the successful completion of a project. Here are several strategies to ensure construction timelines are well-managed: Detailed Planning. Clear Communication. Risk Management. Resource Management. Technology Integration. Regular Inspections and Quality Control. Contingency Planning. Continuous Monitoring and Reporting. By implementing these strategies and maintaining a proactive and collaborative approach, you can significantly enhance the management of construction timelines. Regularly reassess and adjust the plan as necessary to keep the project on track.

In office life, effective timeline management involves breaking down projects and understanding task dependencies. Take a report preparation, for example. It begins with data collection, followed by analysis, drafting, and finally, review. Data must be gathered before analysis can start, and the draft relies on the completed analysis. By mapping out these steps, a manager can set realistic deadlines for each phase, ensuring the report's timely completion. This methodical approach of segmenting tasks and recognising their sequence keeps the project on track and the team focused.

So true. I had the pleasure of working on hundreds of construction projects in both my Citibank Financial Control and my own CPA firm experience. Time becomes a critical dependency equal to managing costs, as delays will significantly add to costs on the back end of the project as carry costs such as bank interest, Builders risk insurance and RE tax carry on an unoccupied building is brutal for owner to cover. Managing critical path is identifying long lead elements of the project like Elevator, imported special tiles, marble or materials, and not having activities identified with dates to understand all aspects of construction timeline. Weekly meetings are key to success with licensed Architect, GC, Engineer and Project Manager to project

The Work Breakdown Structure doesn't just make a huge task simple by bits, it provides room for identifying issues along the execution phase. Effective WBS will hence be instrumental regarding this

"Small target" or breaking the work in small pieces, plays another crucial role in completing project in time including construction projects. In this process, one can make deliverables in phase manner and also subtask for lowering the dependencies as well as strictly keep the timeline.

In this case, your workforce must be up to the tasks, and actionable results to a satisfactory timeline. Not over budget, but within cost.

Definitely, estimate your resource according to your deliverable is must. Resources in terms of labour, materials, equipment, service providers plays a critical role in construction projects. While estimating, it is also to use historical data, experts opinion and contingency plan to estimate your resource and time as accurately as possible.

In my experience this is very important. Realistic estimates of material, equipment, manpower and duration at the planning and scheduling stage will minimize the project delays.

Una vez completado y conformados los equipos así como también el desglosado del trabajo en dependencias, cada equipo (representante de una o varias dependencias) debe estimar los recursos y la duración de las actividades u objetivos que le fueron asignados en base a la meta global establecida. Esta definición de recursos y duración debe estar en armonía y ser concertada con las otras partes actuantes del proyecto, pues muchas veces las actividades de unos dependen de los avances o resultados de otros. La comunicación bidireccional es clave durante toda la planificación y ejecución del proyecto

You need to ensure all parties involved in the works are aligned with the agreed baseline. This includes confirming productivity rates, links between activities, management of risk and unforeseen issues. The schedule must be formally updated monthly, and any schedule movements highlighted for further discussion, mitigation, etc. In simple terms, the schedule is on of the key pillars to project success.

A Gantt chart is a powerful tool for managing construction timeliness effectively. By using a Gantt chart, you can visually plan and schedule tasks, allocate resources, and track progress throughout the construction project. It helps in identifying critical path activities, dependencies, and potential bottlenecks, enabling timely adjustments and resource allocation. The chart provides a clear overview of the project timeline, allowing for effective communication and coordination among team members. Regular updates and monitoring of the Gantt chart ensure that project milestones are met, delays are minimized, and construction timeliness is effectively managed.

Regularly tracking and updating the progress of a project fosters credibility and transparency, while also stimulating innovation and continuous improvement. This practice enables leaders to realistically assess current performance and determine if modifications are necessary to ensure the success of the project or metric.

En aquellos casos donde se requiere el servicio de terceros o contratistas externos para realizar una o varias actividades, se debe revisar y aprobar el cronograma de contratista en concordancia con el avance del proyecto. En resumidas cuentas, el trabajo en equipos es fundamental, bien sea interno, externo o mixto. Aquí, el liderazgo es fundamental para mantener alineados, comprometidos y motivados a todos con el proyecto.

Taming construction timelines requires a three-pronged attack: meticulous planning, constant tracking, and proactive problem-solving. Define your goals, break down tasks, and schedule wisely. Monitor progress like a hawk, update plans as needed, and keep everyone in the loop. Anticipate risks, work with your team, and embrace technology. With this approach, your construction projects will waltz across the finish line, right on time.

KPIs are important like earned value. But they are only as good as the estimate and the conversations that lead to the calculations. Especially in heavy construction projects the completion percentage is subjective. The very best way is for the PM to be present during the project and for them to have developed open and honest relationships with those actually doing the work so they can get a straight answer. Failure of a PM to do this results in failure of the project.

Más allá de la definición de KPIs y de mantenerlos actualizados, es critico que los responsables de cada fase, área o actividad del proyecto mantengan una supervisión directa, presencial sobre las obras. Lo que define un proyecto es que tiene fecha de inicio y de fin por ello, la única forma de asegurarse de que todo va de acuerdo al cronograma es VIENDO que las cosas pasan. 🚩Un(a) gerente de proyecto es un(a) general que está en el campo de batalla, quien debe distribuir óptimamente su tiempo entre las tareas administrativas del proyecto, la coordinación de equipos y la supervisión in situ.

By doing so, you can minimize the negative effects and maximize the positive opportunities of the changes and risks, and keep your project on track and within budget. You can also motivate your team by involving them in the change and risk management process, and by providing them with support and feedback.

For the overall success of a project, professionals must come to agree and acknowledge risks without shying away from them. Contingency plans should however be the lead item for discussion. As much as there's a risk, there is also a solution to mitigate if not prevent

La gestión de riesgos es un aspecto fundamental en la definición y ejecución de proyectos, pues, dependiendo de la magnitud del proyecto existen riesgos: Legales, Laborales, Comunales, imprevistos por el clima, etc. Es necesario entonces anticiparse, intentar prever los riesgos y tener los planes de contingencias preparados.

Todos sabemos que hay riesgos en cada proyecto. La pregunta es ¿evaluamos todos los aspectos nencesarios para enfrentarlo? -> Matriz FODA, Analisis de probabilidad e impacto, diagrama de causas y efecto, entre muchas técnicas para las cuales se establecen herramientas para el análisis de escenarios. En este mundo cambiante, es imposible gestionar proyectos sin tener el escenario evaluado efectivamente.

People vastly overestimate their ability and preparedness. Const is going to a battle from the first day until the asset is stabilized. It is the hardest thing in CRE and the most frequent catastrophic mistake is too many people overestimate their knowledge and resources compared to what is required. Before….., I would think long and hard bc a successful construction project requires expertise and experience in all aspects of construction, like procurement, capital raising, construction, management, lease up, financing, and dispositions etc etc. sadly, it takes one mistake or bad timing or bad luck on one of these many issues and watch out, you never know what you’ll get with construction. This applies more to investors as much as GPs.

Each project is a task which needs to be accomplished. To ensure timely delivery of construction work we can have a well defined drafted organisation policy and get it mutually signed by all the stakeholders. In the policy the clause of milestone payment needs to be followed. In this, with every milestone reached by the contractor shall qualify him to get his part payment cleared. This policy will enable them to work more efficiently so as to finish the project on the stipulated time so that they qualify to get their payments fast.