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【Weekly Topic】2011-1-17 Project Management

2011-01-16View Original

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Topic: How to better coordinate the relationship between construction progress and quality in project management, as well as how to resolve conflicts among the owner, supervisor, and construction contractor; Answering guidelines (for reference only): You may list the conflicts that arise among the three parties during actual project construction, and explain the methods used to resolve them. Answering requirements and scoring criteria: 1. Replies to this post should be hidden; otherwise, no score will be given in principle. Hidden method: http://bbs.hcbbs.com/viewthread.php?tid=492556&page=1#pid2695620& \7 ~- t s% B9 @: D. J8 j( o, I v* ]; x1 W2 {: d1 Y' N# _# f1 }( B7 G" Q" V$ y8 X) n 2. Each participant will be awarded a wealth reward of 3 to 5 points; those who provide insightful and in-depth responses will receive higher scores. There is no standard answer; please share your thoughts on the topic freely. It’s okay to make mistakes – what matters is participation and expressing your opinions.
Reply #22011-01-16
Reply to 1# onefly2009: During construction, the supervision unit generally requires that work be carried out in accordance with the blueprints. However, to keep things on schedule, sometimes the owner asks the construction team to start working even though they only have the schematic drawings; the supervision unit will not approve this. In such cases, the owner needs to mediate between the supervision unit and the construction team, allowing construction to proceed first while striving to obtain the blueprints as soon as possible so that they can get the supervision unit’s approval.
Reply #32011-01-17
Those who communicate on-site must be eloquent, able to speak appropriately to different people – using the right words for each situation
Reply #42011-01-17
I think that the main contradictions lie in issues related to project quality, schedule, costs, contracts, and information. Everyone should do their best to carry out their duties properly, and communicate more when problems arise
Reply #52011-01-17
The purpose of progress control is to organize the construction work in accordance with the schedule. To achieve this goal, it is necessary to establish a scientific and effective progress monitoring mechanism. The content of progress monitoring mainly includes two aspects: one is tracking the actual progress, and the other is monitoring the factors that affect progress. To effectively control these two aspects, we have established a progress monitoring system centered on job plans, weekly progress reports, coordination mechanisms, and risk early-warning systems.   1. Work plan: To effectively control the schedule, we focus progress monitoring on the individual work processes, using the progress of these processes to ensure that the deadlines for various tasks and each floor are met. The basis for controlling the progress of these processes is the work plan. During the supervision of this project, we required the pile foundation construction unit to prepare a construction plan for individual bored cast-in-place piles, in order to determine the number of pile drivers needed and to use it as a basis for controlling the progress of each pile driver. The civil engineering and construction units were required to prepare a floor slab work plan, a basement work plan, a work plan for non-standard floors, and a work plan for standard floors. These plans are issued directly to the labor subcontracting teams in the form of task instructions, thereby enabling control over the working time for each construction step.   2. Weekly progress report system: To ensure effective progress monitoring, we have set the cycle for progress control at one week. The contractor is required to submit a weekly progress report on Fridays; this report is used to examine, compare, and analyze the actual progress achieved during that week. The content of the weekly progress report mainly consists of four parts. The first is a report on the actual progress from the previous week, including the start time of work undertaken during that week, the completion time of the work done during that week, and the degree of completion for the work that remains unfinished ; The second is the comparison result between the actual progress and the planned progress, including the progress deviation, the reasons for this deviation, and the extent to which this week’s progress deviation will affect the overall project duration as well as subsequent key time milestones ; Third are the measures to address schedule deviations; for those that affect the total project duration or key time milestones, corresponding countermeasures must be implemented ; Fourth are the plans for next week and the issues that need coordination. Next week’s plan will serve as a benchmark for comparing the actual progress next week, or in other words, as a basis for determining the progress deviations over the course of the week. The weekly plan must be consistent with the approved construction schedule and work plan. Through the weekly report system, a dynamic control process of planning, checking, comparing, analyzing, and handling has been established.

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