Track: Construction/BIM/Sustainability

The 7 Habits of Highly Effective Project Managers in Government & Industry – Schulman

It has been over 30 years since Stephen Covey wrote the book, The 7 Habits of Highly Effective People.

We will explore the following 7 Habits of Highly Effective Project Managers, especially how they apply in the built environment.

  1. Be Proactive. There are three types of project managers. PMs that make things happen, watch things happen, and wonder what happened. To be effective, one needs to make things happen. Be part of the solution, not part of the problem! Assume nothing. Keep your eye on the ball.
  2. Begin With the End in Mind. What is your project goal? Build the project that you are managing in your head. Can you envision a completed project from the drawings?
  3. Put First Things First. Prioritize. Use the “80/20 Formula”. Focus on urgent and important time-related events. There are no 26 hour-days!
  4. Think Win/Win. For a long-term relationship, it is crucial that each professional think win/win. Delegation can free you up for your most valuable single role: Thinking.
  5. Seek to Understand, Then to Be Understood. Active listening is a lost art. Even when people are silent, that doesn’t mean they are really listening.
  6. Synergize. You can do more as a team than you can as an individual. It means that 1 + 1 = 3. The whole is greater than the sum of its parts.
  7. Sharpen the Saw. Keep learning. The sharper saw will beat the competition. Learn, commit, and do.

Conclusion:
If you incorporate these 7 habits into your world, you’ll improve your journey.
What habits, or practices, do you have that make you a highly effective project manager?
Take project ownership, and have a “can-do” attitude.
Thank you for your time

PMI Talent Triangle: Leadership

BIM Implementation Practices of Construction Organizations in the UK AEC Industry – Ojo

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Abstract: The aim of this work was to investigate the implementation practices and application of BIM technology by construction organisations through the project phases from inception to operational use in the United Kingdom. The aim and objectives of the study were achieved by the use of qualitative methodology. Semi-structured interview was used for collecting data. Secondary source of data collection included a comprehensive literature review on past and current work on BIM implementation and application across the project lifecycle. To achieve the overall aim fully, a generic Process Map was deemed best to illustrate the BIM implementation practices of construction organisations through the project phases in the UK. The BIM functions or sub-processes at each project phases of the construction process were highlighted from the interviews. Then the process map above linking all the BIM activities in the project was developed. The information outputs at the end of each project stage were illustrated in the Process Map. The information inputs feeding into the BIM functions at the project phases were also examined from the interviews and illustrated in the process map. The information inputs feeding into the BIM functions at the project phases were also examined from the interviews and illustrated in the Process Map.

PMI Talent Triangle: Technical Project Management