Posts Tagged ‘project management help’

White Paper on a Project Disaster

Tuesday, June 28th, 2011

The Harmon Hotel was to change the Las Vegas skyline forever. The forty-nine story, elliptical masterpiece with a highly reflective exterior was designed by Norman Foster, renowned designer and owner of Lord Norman Foster & Partners.  The non-gaming boutique hotel was to be operated by Andrew Sasson’s The Light Group at CityCenter Las Vegas, right at the intersection of Las Vegas Boulevard and Harmon Avenue.  The 400 hotel rooms and 207 condominium residences located inside of the Harmon Hotel were to become a home-away-from-home for vacationers, a crash pad for celebrities, and a beloved abode for residents.  The building: one of the tallest Las Vegas had ever seen.

In 2008, however, work on the Harmon Hotel was stopped.  Inspectors had uncovered numerous construction defects including improper installation of critical steel reinforcements (also known as rebar) after fifteen stories of the Harmon had already been erected.  After investigation, it was found that Harmon’s third-party inspection firm, Monrovia, California-based Conserve Consultants, falsified sixty-two daily reports between March and July of 2008.  Other Harmon construction workers reportedly moved rebar without approval from the project’s structural engineer, Halcrow Yolles, which immediately broke the AEC chain of command.

This rebar installation error played a domino effect on the entire building process, requiring element upon element to be redesigned, modified and reconstructed.  The final consensus among designers, architects, engineers and general contractors was to reduce the Harmon Hotel from forty-nine stories to twenty-eight and completely remove the condominium portion.

To read more, click here

White Paper on the Theory of Constraints

Thursday, May 26th, 2011

This white paper is courtesy of Roopesh Kuma.  It is about gaining control of your project using the theory of constraints. The Theory of Constraints is a management philosophy that was introduced by Dr. Eliyahu M. Goldratt, in his 1984 book titled ‘The Goal’. It assists businesses in achieving their goals by providing a mechanism to gain better control of their initiatives. According to Goldratt, the strength of any chain, either a process or a system, is only as good as its weakest link [1]. TOC is a systemic way to identify constraints that hinder system’s success and to effect the changes to remove them.  Read more…

White Paper on Discipline in Projects

Wednesday, December 15th, 2010

A constant complaint from those involved in projects is that there is too much bureaucracy. A process has been set up and it must be followed regardless of the size or complexity of the project. One size fits all. This white paper covers some of the things to consider when deciding how much rigor to apply to a project. Read More

Project Administrator without Microsoft Access

Monday, November 22nd, 2010

You can now download our Project Administrator Project Management software even if you don’t have Microsoft Access installed.  We have developed a version that installs an Access runtime file that will allow you to use the software. Project Administrator enables a project manager to manage the schedule, risks, issues, actions, changes, budgets and expenditure, documents, roles and responsibilities and much more – all through one piece of software.

Download a fully functional 30 day trial version by clicking here

If you would like to find out more information click here, or view some videos.

White Paper on Hypocrisy in Project Management

Friday, November 19th, 2010

Business is full of hypocrisy. Think about these examples:

  • If your call is important to us, why don’t you put on enough people to answer the calls promptly?
  • If we want to develop our people, why is it so hard to get support for training?
  • If people are our most valuable asset, why are so many people made redundant?

It is not to say business is not making sensible decisions. It depends on what motivates those decisions. Most often it is the shareholders perspective. Maybe if we put on more telephone staff we will encourage phone contact and end up costing us more money. If we train people it makes them better candidates for jobs in other organisations. If we don’t make people redundant in a downturn, we will make a loss.

I think the same is true in many project environments. There is a gap between what is said, and what actually happens. This white paper sets out to explore the hypocrisy and give some hints as to how to work within the environment.

Read more…