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1.The first step to identify the activities which can change significant improvement of the project track. 2. if we follow pareto principle of 80/20 things will move fast. 3.The identification of root cause and by spending some extra resource during the activity to finish the task will not harm on the overall budget overrun and further reduce delay of the project. 4. some times spending more than budget will save on total delay of the project ( can reduce the delay penalties and manpower cost etc).

Don’t be afraid to shut down the team and take a day off to regroup. Although it may seem like it’s not progress, sometimes a good recalibration session is warranted and can lead to a more productive outcome. If the session is well planned, a team with clear goals and perspective, plus actionable items is the outcome. Hiring an external consultant can help lead the team.

I agree, the very first step is to assess the situation. The assessment includes understanding the problem, identifying the root cause, analyzing the full scale impacts on the project including time, cost, resources, milestones, quality, etc. and analyzing potential solutions to resolve the situation. In some cases, accepting the situation would be your only option (e.g delay in a delivery of a key system in your critical path from your supplier). In other cases, full or partial mitigation might be possible with crashing and fast tracking.

We need to have regular meeting and feedback sessions to get the right kind of feedback. Gap analysis is one of the technique which is very useful to meet the deadline. It helps in identifying the constraint whether it is resource or time.

Here again, cultivating a climate of honesty is key. Can we honestly get this done in the timeframe the budget projects? If not, let's be honest about it and do our best to mitigate the damage. Setting unrealistic goals so they look good on paper for shareholders only causes more heartaches and headaches down the road.

Wir müssen beginnen, Mitarbeitende aus der Opferrolle zu befreien und sie zu befähigen. Ermunterung der Belegschaft, unternehmerisch mitzudenken und in die Optimierung zu gehen, sind erste Schritte. Die Führungskraft ist meist nicht die emotionalste und menschlichste Person auf dem Bau. Doch auch hier gilt: Führung von morgen bedeutet 80 % führen und 20% mitarbeiten.

1. Revision of the project plan: Update the project's roadmap based on real progress and available resources to accurately reflect the current situation. 2. Task and milestone prioritization: Identify and prioritize crucial tasks and milestones to maintain progress, giving priority to urgent and critical elements. 3. Alignment of goals with teams and clients: Ensure everyone is aligned with project objectives, timelines, and expectations, emphasizing effective communication for goal alignment. 4. Regular performance tracking: Continuously monitor and evaluate performance against established indicators. Regular tracking helps identify deviations from set goals, enabling timely adjustments.

Muchas veces conectamos tareas paralelizables o ponemos actividades en una linea critica que no es real, (para eso van muy bien los sistemas last-planner por ejemplo). Los retrasos suelen tener que ver con una planificación poco realista o equivocada, o una gestión de riesgos sin contingencias. Llegar a necesitar planes de acción in-extremis se debe considerar un fracaso y aprender de ellos, el ir "a salto de mata" o "apagar fuegos" nos hace sentir imprescindibles pero en realidad muestran camino que recorrer como planificadores.

"WIFM", in today's society, the worker is going to do the bare bones minimum to meet their assigned position. What's in it for me, is the mentality of the workers. You may have a few, who are actually hard working and enjoy the position, but the majority will "pretent" they are a team player and only look out for themselves. Focus on the genuine worker who goes above and beyond without being asked and reward them. Then the others will start to fall in place.

As you delegate, be sure each individual or team's responsibilities are clear. Role clarity is extremely important if you're going to hold people accountable. Also, when you delegate, TRULY delegate. Don't micromanage. If you have to micromanage (which unfortunately sometimes is the case) that's an indication that the person who is responsible hasn't been trained properly or isn't a good fit. If such is the case, exhaust every effort to get someone where they need to be through positive reinforcement and training, and then yes, delegate and empower. Empower means let them make the calls. Let them know it's theirs to own and that you're there to support them but THEY have the authority to make the calls to make it happen.

Every team player has a role to play in achieving project completion! Delegate and empower teams to make contributions and decisions in order to ensure project success.

When you delegate be sure to fully understand your team’s individual skills. Delegate tasks based on the skill set each team member has matching tasks to skills to ensure the best person for each task is matched, this ensures that each team member will succeed and reaps the rewards of that success.

If you are lagging behind on schedule one can add extra teams to each department so that the work can be done quicker. Also delegating work and teaming up accordingly to persons strengths and weaknesses would help the work get done in a timely manner.

EPC industry and specifically Construction project are very unique, so such generic management quotes, like delegate, empower, motivate, engage, etc. do not generally work here. These are better suited for manufacturing or even to an extent for software industries but not construction. In construction, usually problems are unique and may be different in different areas , depending on the size of the project. The treatment of each problems has to be specific to the diagnosis. Most of the time, it takes series of actions or improvement of processes.

Change during construction phase is frequent that needs to be monitored & documented carefully by following the proper channels (MOC, Site Query or Technical Query) that should be shared with all departments (engineering, HSE, Procurement & Finance) to see the feasibility & cost impact if any.

What I would say is struggling comes in construction projects is that when we fail to manage all Ms😊😊..Ms stands for manpower, machinenaries, money,Materials etc. Well managing these Ms will certainly complete the project in time.. Missing to manage anyone of it will cause chaos in construction project

Change ist ein Wort, welches gerne inflationär benutzt wird und für die meisten Menschen nichts aussagt. Besonders auf dem Bau und im Handwerk ist diese Begrifflichkeit mit großen Fragezeichen besetzt. Optimierung und Ausbesserung, Überdenken und Probleme lösen, damit bekommt man auch das gesamte Team an Board um gemeinschaftlich anzupacken. Und dann braucht es Zeit, Moderation, Evaluation und Ausdauer.

It is vital to get every member of the team on the same page in terms of the risk to the company if deadlines continue not to be met. Often, once key people truly understand the risk to the company—and therefore to themselves—they will become a proactive and vital part of the solution. Giving them a voice in the brainstorming session may unearth some creative new solutions and will make getting their buy-in on the fix that much easier. Once stakeholders create a strategy to get the schedule back on track and they have the buy-in from the team, execution will be much smoother.

Dentro de los proyectos de diseño y construcción, es importante tener un control de los riesgos. Por eso, es importante implementar metodologias como BIM bajo normas iso 19650, porque nos dan una vision mas amplia para poder tener el control de potenciales riesgos y en realizar los cambios necesarios para que los procesos se ajusten. Las auditorias o puntos de control sobre una flujo de trabajo, nos ayudan a gestionar cambios y a controlar riesgos en su debido tiempo, ya que las decisiones se tomaran mas rapidamente y en tiempo real se podrá controlar los cambios que sean necesarios para que los proyectos se ejecuten y se conviuertan en un activo.

Also of importance in this step is to have a clear understanding of the path to problem resolution, or the hierarchical decision making tree. Keep problems at the level they're intended to be solved at before running them up the chain. For example, it can be exhausting to those on the management team when "field issues" are constantly rising to the level of "the office." Not only does it place undue pressure on those at a higher level on the chain, it suggests (right or wrong) a level of incompetence on the part of those closest to the issue. Communicate the issues, for sure. But do so with the solutions already determined and in the course of being accomplished, if not having been executed already.

The world of construction naturally involves problem-solving. We are problem solvers! Having that mindset will help make decisions go much smoother. First breakdown each problem into smaller steps and delegate properly. A single person can't handle every problem alone. We need a good team who we can delegate to.

In this Stage the last word should be for the Constitution Manager After listening to all involved parties & assess logically to solve the conflicts If succeeded that’s okay if not CM have to give the last sentence as he is the first & the last responsible

- Generate alternatives: Brainstorm and explore different possible solutions or approaches to address the problem or conflict. Encourage input from team members and stakeholders to ensure a diverse range of ideas. - Evaluate options: Assess the pros and cons of each alternative, considering factors such as feasibility, impact, and alignment with project goals. Use objective criteria to evaluate the options and select the most suitable one. - Select the best solution: Based on the evaluation, choose the solution that is most likely to effectively resolve the problem or conflict. Ensure that the selected solution aligns with the project's objectives and constraints.

Don’t sweep any conflict/ issue encountered in the course of the project execution under the carpet. It’s important that conflicts are resolved accordingly and timely as this may have a greater impact on the project outcome if not carefully sorted out.

The core tenets of Lean give us the roadmap for not only project success but also to help us all achieve long term success by continuously improving. The key to continuous improvement is to measure what we are doing on a daily or weekly basis and then work to understand the root cause of why an issue is happening and we can do to solve it. I suggest not waiting until a project has been completed to do a retrospective. Lessons learned can be applied each day on a project so we don’t keep making the same mistakes.

Pour être sur la bonne voie pour un projet, il est très important d'avoir des réunions régulières sur une base hebdomadaire pour évaluer les progrès. Ce n'est qu'alors que nous pourrons déterminer quels sont les facteurs à l'origine des retards afin que nous puissions nous concentrer sur ces facteurs et comment les améliorer. De nombreux facteurs peuvent être impliqués dans le retard d’un projet. Il se peut qu'il y en ait quelques-uns qui échappent à notre contrôle, mais ces quelques-uns peuvent être gérés à l'intérieur.

Nadie nace sabiendo. Eso de mandar a la guerra sin fusibles eso ya no es de ahora y es falta de profesionalismo. Regularmente se pide un anticipo al destajista para mí por administración la verdad no me funciona pues al destajo al contrario presionan más al residente por los insumos es más rápido y probablemente un poco más costoso pero a veces es la mejor opción gana TIEMPO de ejecución.

Se aprende de las obras pasadas. La única manera de optimizar el tiempo perdido es ver qué partidas se pueden atacar al mismo tiempo. Y también ver la manera de no saturar la obra por maniobras por ejemplo. No comparto la idea de que un trabajador haga más de 12 o 14 HRS diarias. Es mejor abrir otro frente de trabajo.

Key elements to look for in construction are - 1) available work fronts - Are there enough and continuous work fronts available for the resources at site. 2) resources - if there are enough resources - manpower, equipment and access - for the available work fronts.

Some times breaking the process down to take longer rather than faster eventually speeds the process up or improves efficiency. On a project where information in, wasn't manifesting as information design output, resulting in slow progress on site, creating a longer process that improved the output, which then improved the site works felt counterintuitive, but reset the team principles and when all team members became familiar, not only improved output quality reached targets in advance. Not a quick fix, but a sustainable one.

Sometimes, missing deadlines can be due to the overwhelming nature of the project. Breaking down tasks into smaller, manageable milestones can enhance focus and motivation. By accomplishing these milestones, the team can experience a sense of progress and accomplishment, boosting morale and keeping them motivated. Additionally, smaller milestones make it easier to track progress and identify any potential issues early on, allowing for timely adjustments and ensuring that overall project deadlines are met.

Evaluate the current workflow, identify bottlenecks, and streamline communication channels. Enhance coordination among team members by establishing clear roles and responsibilities, and ensure everyone is aligned with project milestones. Utilize project management tools to track progress and deadlines effectively. Conduct regular team meetings to address any issues promptly and foster a collaborative environment. Encourage open communication to understand individual workloads and potential hurdles. Assess the feasibility of adjusting timelines or allocating additional resources if necessary. Prioritize tasks based on critical path analysis and implement realistic timelines to avoid unnecessary pressure.

Who is meant by "the construction team"? Is it narrowly defined meaning only the main contractor's team, or more broadly including the engineers and other consultants and the subcontractors? Successful recovery of construction projects requires a coordinated effort and cooperation by all parties. Probably the most important need is for subcontractors trust and confidence that they will not be abused and screwed. Without that, there is no chance of recovery because it is they who do the physical work of construction. It is the job of the main contractor and consultants to ensure that they have what they need when they need it and to pay them fairly; if they step up and do extra to recover the job, they MUST be rewarded.