Construction Project Management - What Construction Project Managers Should Know
Best Project Management | What Construction Project Managers Understand Who They Manage Construction project managers commonly view who they manage as consisting of resources working on a construction project. Although project management involves project resources such as employees, contractors, vendors, and materials suppliers, there are other elements on construction project management to be considered that are often overlooked. Virtually any party that impacts a construction project must be managed, in some way, and factored into the success of the project. Large construction project managers, for example, like hotel-resort casino construction projects, have an incredibly diverse number of audiences to report to that range from the investors, the general public, financial institutions, other construction managers, city planners, accountants, and financial auditors, to name a few. Why is this important? It helps a construction project manager understand how to track construction project data in a way that caters to each party without duplicating construction project reporting efforts.
When building a large scale construction project, the best construction project manager maximizes every hour spent when managing the construction management process, and at the lowest level of detail possible. Typically, when a construction project manager handles responses to construction project budget approvals, or construction project change orders, the construction manager does so with one thing in mind, and that is to get the information out and move on to the next task. If, however, the construction manager has a construction management process in place that lends itself to report on the various facets of the construction project, such as the cost structure, task grouping, resource grouping, or budget categories, the construction manager can make relevant information available to each party without creating or maintaining a separate construction management reports for each audience.
For example, a construction superintendent will need to view and report information about the construction project than a financial auditor. In many cases, the construction manager maintains a separate report specifically for financial audits which does not synchronize with the data that the construction superintendent manages. This requires duplication of construction data management. The only requirement that is driving this duplication of construction data management is the need to report on data at a higher level, or mid range level, for financial auditors. It is often the case that construction management software does not allow multiple different viewpoints to report construction costs and construction budgets. The construction manager is then forced into adding a new report that requires manual updates based on information taken from either a project management software or a construction accounting software.
For more information on how A1 Enterprise can turn a construction project manager into the best construction project manager, please visit www.a1enterprise.com for a free construction project management assessment or visit www.project-management-software.biz for more information on project manager selection criteria.