The construction project manager’s job is a mix of actions that must be taken. They generally include all of the following:
I have the opportunity to speak to many people who are evaluating construction project management systems. Many want to explore the software they’re evaluating. Generally, this means starting with a short demonstration of the prospective system.
Probably each of us has had the experience of going to the circus, or seeing one on television, and watching the people on the flying trapeze. To heighten the interest of those watching, it was sometimes the practice to eliminate the safety net and do the act without it. Naturally, this meant certain injury or death to that “man or woman on the flying trapeze” if an accident happened during the act.
In my job here at Spitfire Management, I get to speak to a lot of people who are interested in our Spitfire Project Management System. Now certainly, everyone has a budget that is usually difficult to exceed, but reacting to price alone when searching for a project management system really limits the search. The cost justification of any system should be carefully weighed against the benefits that the system affords, once implemented.
Every day I speak to owners or project managers at construction companies of various sizes. It’s my job to speak to these people and discover some of their pain points and issues regarding their project management system–if they even have one. On many occasions, I wind up speaking to small companies that do rather small projects. Most of the time, these companies either have no system in place or are using a series of stand-alone documents, emails and spreadsheets stored on a server so everyone has access. Since these are small companies, most of their projects get done, but not with real efficiency, nor without problems and mistakes.
