Projectmanagement
The Project Manager is a strong people manager;
Everyone in the team knows exactly what the others have to do;
Change management is based on facts and takes place with traceable decision-making;
Planning and expenditure are kept under control by means of dashboards and reports;
The transfer to the operational phase should be straightforward.
Projectmanagement is more than ... Its characteristics include:
The Project Manager is the team's coach
A project team is not just any team, especially in a one-off project or with a composite project team. Clearly describing tasks and responsibilities is important for structure and clarity.
Why have a Project Management Plan (PMP)?
A Project Management Plan describes all the activities, processes and agreements needed to get the project from A to B. What is the intended end result and when will the project be considered a success?
Every project takes longer and costs more
No matter how well a project is prepared, unexpected things always happen that lead to delays and/or additional costs. But how do you deal with these changes and how do you get senior management on board?
Agree to disagree
Sooner or later, every project of any complexity and size will involve a dispute between the Client and the Contractor. It starts with accepting and acknowledging to each other that there is a dispute, and then working together to find a fair solution.
Time and (CapEx) budget
The Client basically manages its project based on two parameters: time and budget. To this end, it is important to have a clear overview of both the project planning and the project budget. How do you report on progress and expenditure?
Information management
A project always involves a large amount of project information and data. Especially with a composite project team, you want all this data to be accessible in one central location. This allows you to safeguard this data for the project during phase changes or changes in team composition.
With our experts, we are working on solid solutions to cope with these challenges
Management of Interfaces and Dependencies
The ability to disentangle “this is not within my scope” conflicts between civil, E&I, mechanical engineering, commissioning, temporary works, utilities, permits, and third parties.
Risk-driven prioritization under pressure on the construction site
Choosing what to solve first when everything seems urgent at once: safety, permits, critical path, long-lead items; Making daily choices concerning quality, the customer, or stakeholders.
Decision-making with incomplete information
You often have to make decisions before all tests, surveys, or design adjustments are ready. Deciding based on assumptions and phased approvals, Plan B scenarios, and clearly defined residual risks.
Commercial insight (preventing claims & negotiating)
Large projects are just as commercial as they are technical. Understanding contract mechanisms (EOT, notice requirements, compensation events), securing entitlement through proper documentation, negotiating “non-judgmentally” while execution continues.
Solving the "Root Cause" and workfloor problem
Many technical issues are in reality planning and/or coordination problems. Solving the "why" question regarding failure costs/remedial work upstream (design completeness, stop and attendance points)
Quality + commissioning mindset (the finish is a project phase)
Problems escalate if you view commissioning and handover as “after construction”. Systematize, apply continuous pressure, tests and reviews, handover sequence aligned with window commissioning.
We know the sectors in which we operate; the challenges, opportunities and possibilities (and impossibilities).
We have been building our Aratis network since 2007; our clients are both private and public. Knowledge transfer and advice are part of our daily practice.
Solid contracts are the foundation for successful construction, however it's the people behind them who make a project run.
Menno Wouda
