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03-25-2016, 11:43 PM
Top five tips for hiring project managers in GCC
http://img-s-msn-com.akamaized.net/tenant/amp/entityid/BBqTQjW.img?h=100&w=100&m=6&q=60&o=f&l=fAs the GCC works towards large-scale infrastructure developments amidst difficult eco**mic conditions, the role of project managers is gaining more popularity across the region. Zander Muego, regional director of construction and property consultancy, Thomas & Adamson, told Construction Week that a significant trend going forward should be the incorporation of project managers at an early stage of the development. He added: "It is simple from our perspective as project managers, if the accountability is going to land at our feet, which it should, it follows we should be part of the process from day one." Muego said the nature of construction teams, which typically tend to be large and expansive, may sometimes lead to varying inputs, which can be collated and optimised by a project manager. "Most construction projects involve the input of multiple different specialist entities, whose combined input will comprise the design," he explained. "Each specialist will often have to overcome quite complex challenges to ensure their element of the design is compliant with local codes, international best practice, the client’s brief and the underlying architectural and engineering requirements. "While there will often be a ‘lead designer’ during this stage of the process who is ‘coordinating’ the design, a lack of practical input from a ‘buildability’ perspective is one of the most common causes of delay. "The specialist advice and experience of the project manager can add significant value at this incredibly important stage." Muego went on to describe the top five tips to bear in mind while employing a project manager. Read on to discover what these suggestions are. 1. Reality check Being involved from the beginning of a project also helps the project manager fully understand the project’s objectives and drive it in the right direction. Developing a robust brief that will underpin the project and is tied to the client’s underlying project drivers is extremely important. This is what will ensure the project creates tangible value once complete. For example, in the private sector a project will usually be driven by financial metrics and profitability, which in turn may be driven by the projected sales or rental values. The design therefore needs to focus on the areas that will enhance this and ultimately maximise the client’s returns. With public sector projects however, the value equation will change and the focus may shift to the benefits the project will create for society, environmental considerations and durability of the completed project. 2. Experience advantage An important value-add is the body of experience of the project management team, which can help inform the project’s strategy and set realistic expectations, particularly when it comes to the team composition, project schedule and budgets. Many developers and clients are very experienced, but this is often in delivering their own specific projects. A project management consultancy can bring a wider breadth of current experience across different sectors to the table and can therefore offer different perspectives on the project by drawing on this experience. 3. Contracts are key If the consultancy and construction contracts are **t structured correctly, then gaps can emerge during the project. A major benefit of having an experienced project manager involved at the inception stage of a project is ensuring deliverables and key performance indicators (KPIs) are tied to the wider project objectives. This needs to be done in a way that allocates risk and responsibilities in an appropriate way; and specifically in a way that will add value to the project and client. 4. Client cooperation The project begins in earnest with selecting the consultancy team. It is difficult for a client to hold its project manager accountable for the team’s performance if they haven’t had any input during selection. Conversely, if we can work collaboratively with the client to ensure the right team members are selected, we can ensure the project is set up for success from the outset. 5. Understand the project Effective project managers bring a wealth of k**wledge to the process of choosing multiple entity teams. While the focus can often be heavily on function, technical skills and cost, an experienced project manager will also have an understanding of the specific challenges relating to that project and will look to bring together the right mix of personalities who will work well together. RELATED ARTICLES: Top-10-GCC-job-trends-and-forecasts-for-2016 , Top-five-tech-trends-for-Middle-East-rail-in-2016 , Top-5-GCC-contract-wins-February-2016 ,
http://img-s-msn-com.akamaized.net/tenant/amp/entityid/BBqTQjW.img?h=100&w=100&m=6&q=60&o=f&l=fAs the GCC works towards large-scale infrastructure developments amidst difficult eco**mic conditions, the role of project managers is gaining more popularity across the region. Zander Muego, regional director of construction and property consultancy, Thomas & Adamson, told Construction Week that a significant trend going forward should be the incorporation of project managers at an early stage of the development. He added: "It is simple from our perspective as project managers, if the accountability is going to land at our feet, which it should, it follows we should be part of the process from day one." Muego said the nature of construction teams, which typically tend to be large and expansive, may sometimes lead to varying inputs, which can be collated and optimised by a project manager. "Most construction projects involve the input of multiple different specialist entities, whose combined input will comprise the design," he explained. "Each specialist will often have to overcome quite complex challenges to ensure their element of the design is compliant with local codes, international best practice, the client’s brief and the underlying architectural and engineering requirements. "While there will often be a ‘lead designer’ during this stage of the process who is ‘coordinating’ the design, a lack of practical input from a ‘buildability’ perspective is one of the most common causes of delay. "The specialist advice and experience of the project manager can add significant value at this incredibly important stage." Muego went on to describe the top five tips to bear in mind while employing a project manager. Read on to discover what these suggestions are. 1. Reality check Being involved from the beginning of a project also helps the project manager fully understand the project’s objectives and drive it in the right direction. Developing a robust brief that will underpin the project and is tied to the client’s underlying project drivers is extremely important. This is what will ensure the project creates tangible value once complete. For example, in the private sector a project will usually be driven by financial metrics and profitability, which in turn may be driven by the projected sales or rental values. The design therefore needs to focus on the areas that will enhance this and ultimately maximise the client’s returns. With public sector projects however, the value equation will change and the focus may shift to the benefits the project will create for society, environmental considerations and durability of the completed project. 2. Experience advantage An important value-add is the body of experience of the project management team, which can help inform the project’s strategy and set realistic expectations, particularly when it comes to the team composition, project schedule and budgets. Many developers and clients are very experienced, but this is often in delivering their own specific projects. A project management consultancy can bring a wider breadth of current experience across different sectors to the table and can therefore offer different perspectives on the project by drawing on this experience. 3. Contracts are key If the consultancy and construction contracts are **t structured correctly, then gaps can emerge during the project. A major benefit of having an experienced project manager involved at the inception stage of a project is ensuring deliverables and key performance indicators (KPIs) are tied to the wider project objectives. This needs to be done in a way that allocates risk and responsibilities in an appropriate way; and specifically in a way that will add value to the project and client. 4. Client cooperation The project begins in earnest with selecting the consultancy team. It is difficult for a client to hold its project manager accountable for the team’s performance if they haven’t had any input during selection. Conversely, if we can work collaboratively with the client to ensure the right team members are selected, we can ensure the project is set up for success from the outset. 5. Understand the project Effective project managers bring a wealth of k**wledge to the process of choosing multiple entity teams. While the focus can often be heavily on function, technical skills and cost, an experienced project manager will also have an understanding of the specific challenges relating to that project and will look to bring together the right mix of personalities who will work well together. RELATED ARTICLES: Top-10-GCC-job-trends-and-forecasts-for-2016 , Top-five-tech-trends-for-Middle-East-rail-in-2016 , Top-5-GCC-contract-wins-February-2016 ,