CONSTRUCTION PROJECT MANAGEMENT & SCHEDULING BUYERS GUIDE


CONTENTS

I. Intro to Project Management Software 
II. Software Advantages
III. Upgrading your Toolbox
IV. Evaluating Software
  a. Getting started
  b. Document Control
  c. Change Order Management
  d. Project Calendar Management
  e. Budget Management
  f. Subcontractor/Vendor Management
  g. Resource Management
  h. Reporting and Analysis
  i. Vendor Selection
VII. Implementing Software

Implementing Software: Now that you've got it, how do you deploy it?


"There are few things more challenging and with a better ROI than the full implementation of a standardized project management system," says Dave Brown of D. Brown Consultants based in Lodi, CA. Take your time with the implementation. Realistically, upgrading your company to a more powerful and standardized project management system will take the better part of a year. Most of your focus should be on understanding and articulating your requirements, and on building a strong foundation for successful deployment.

Successfully implementing a company-wide project management system in a construction company has more to do with training, change management, follow-up, and general "people processes" than with features or technical innovation.

According to Peter Luke of PMA Consultants, several things can cause problems with project management software deployment:

Lack of existing standards for project management. "Since few companies have project management process standards, their project managers generally develop their own" Luke says. Since good project managers are generally good problem solvers, they'll come up with a way to use available resources, and their own experience, to get the job done. However, the chances that their solution will match the next project manager's are slim. It's not unusual for a contractor to have as many project management systems as project managers, especially in small to midsized firms.

Falling back on "tried and true." Deadlines are king in most shops. When given a choice between missing a deadline to learn and follow the new system, or sending out an RFI with the old spreadsheet "just one last time," an experienced project manager will almost always opt for the latter.

Subcontractors are using something else. A construction project is rarely done entirely in-house, and the lack of industry standards means that differing project management systems  becomes an even bigger headache when suppliers and contractors are involved.

In the first two cases, involving staff and providing migration assistance and training can help make deployment successful. The latter is far more difficult; if your firm has enough clout, you can mandate that subcontractors and suppliers use a particular application — or at least a certain format or file type — when doing business with your company. In some cases you can supply "lite" versions of the software to ensure compatibility. Most of the time, however, the problem of bridging the gap between what you use and what your associates use will remain an issue for the life of the software.


 Implementation Phase
Estimated Days*
Month #
 Project Management Documents**
3
1
 Change orders  Facilitation
1
 Process Documentation
2
2
 Hands-On Training
2
 Verification Systems***
1
 Project Process Facilitation
2
3
 Project Administration  Process Documentation
2
 Hands-On Training
1
 Verification Systems
1
4
 Supervisor  Process Documentation
5
 Hands-On Training
5
6
 Verification Systems
2
7
 Project Manager  Process Documentation
5
9
 Hands-On Training
5
10
 Verification Systems
2
11
 Refinement / Follow Up Training
5
12

 

*Typical only — will vary depending on size and complexity of company
**This may be done in-house if client has solid Crystal Report / Excel skills
***The verification systems may be built in-house similar to the PM documents