Comments on: Projects

by: Management

Tue, 10 Apr 2007 18:52:50 +0000

Project Management and Customer Enquiries
By: John Reynolds, Wed Feb 21st, 2007
Enquiries and subsequent orders for commercial projects generally enter contracting companies through their sales engineering or marketing organization, and it is usually from this source that other departments of the company learn of each new enquiry or firm order. Even when enquiries bypass the sales organization, sensible company rules should operate to ensure referral to the marketing or sales manager so that all enquiries are ‘entered into the system’ for effective handling and response. This will ensure that every enquiry received can be subjected to a formal screening process that will assess its potential project scope, risk, and value.

by: Management

Tue, 10 Apr 2007 18:51:56 +0000

Project Management: The Contractor’s Design Specification
By: John Reynolds, Wed Feb 21st, 2007
If, after serious consideration of the customer’s enquiry specification, a contractor decides to prepare a tender, the contractor must obviously develop technical and commercial proposals for carrying out the work. These proposals will also provide a basis for the contractor’s own provisional design specification. It is usually necessary to translate the requirements defined by the customer’s specification into a form compatible with the contractor’s own normal practice, quality standards, technical methods and capabilities. The design specification will provide this link.

by: Management

Tue, 10 Apr 2007 18:50:49 +0000

Support, Cooperation, and Training for the Project Manager
By: John Reynolds, Wed Feb 21st, 2007
No matter how experienced, competent, enthusiastic, and intelligent the person chosen for the job of project manager, he or she cannot expect to operate effectively alone, without adequate support and cooperation. This includes the willing cooperation of all staff engaged on the project, whether or not they report to the project manager in the line organization. It also includes support from higher management in the organization, who must at lest ensure the provision of finance, accommodation, facilities, equipment, manpower, and other resources when they are needed, and the availability of suitable clerical or other supporting staff. Just as those working on the project need to be properly motivated, so does the project manager, and supportive higher management who show constructive and helpful interest in the project can go a long way to achieve this. They can also help in the longer term by providing opportunities for training as new techniques or management systems are developed.