Arlington Constructions, Banana, Karuri, Nairobi (2026)

07/06/2018

HASS PETROLEUM GROUP MULLS AFRICA'S TALLEST BUILDING IN KENYA.

Construction work has commenced on Africa’s tallest building in Kenya. This is after His Excellency; the President of Kenya laid the foundation stone recently.
The 70-floor mixed-use twin tower development dubbed Pinnacle Towers is located in Nairobi’s Upperhill area and will cost a whopping US$ 194m for it to be complete.
It will encompass a 45-floor Hilton hotel that is being developed by Hass Petroleum and White Lotus Group and at 900 feet; the building will have the highest viewing deck in Africa.
There will also be 200 residential houses ran by Hilton Hotel that will include one bedroom, two bedrooms, and three bedroom fully furnished luxury apartments.
Pinnacle Towers will also have a helipad at over 800 feet, making it the highest on the continent. We thought it wise to put the helipad here so that people can fly directly to the hotel and beat Nairobi’s hectic traffic,” Hass Petroleum Executive Chair, East and Central Africa Abdinasir A. Hassan said during the laying of the foundation.
To this point, the developers have spent US$ 14m in the construction of the foundation and preparation stage. The total cost will be fully funded through equity and debt.
Pinnacle Towers will be among the tallest buildings in the world with Dubai’s Burj Khalifa being the tallest currently at 800M, Malaysia’s Petronas Towers stands at about 400M which compares well with The Pinnacle’s 300M.
The mega development is projected to be complete by December 2019, although the 255-room hotel may be completed earlier.

About White Loftus Group

White Lotus Group is an American vertically integrated Real Estate Development Firm which optimizes design, financing, implementation, delivery, and operation of complex or re-purposed real estate assets.

10/11/2017

Today we are highlighting on RISE AND FALL Clause on Building contracts.

RISE AND FALL CLAUSE

In times of volatile building costs, builders will look at ways of reducing the risk of signing fixed price contracts with clients, contracts which leave the builders bearing the total burden of fluctuating costs over the construction period. In the last boom, massive increases and fluctuations in the price of roof tiles, steel and a myriad of other materials generally were solely borne by builders who were unable to pass these largely unforeseeable changes on to their customers. Builders’ profits suffered as a result.

A rise and fall clause in the building contract is a way in which the risk of fluctuating building costs can be shared with a client, rather than be borne solely by the builder.

Such a clause provides that, after the contract has been signed, the builder can pass on to the client, increases and reductions in the cost of performing work. Changes in the price of labour, materials or any other nominated factor can be adjusted and passed on to the home buyer according to an agreed formula even though the contract has an explicitly stated contract sum.

This is different to common industry practice of fixed price contracts where any changes in building costs cannot be passed on to the home buyer. However, it should be noted that under S13(1) of the Home Building Contracts Act, rise and fall clauses are outlawed for contracts valued at less than a set amount (currently $500,000) and a builder who enters a contract containing such a clause is liable to a maximum $10,000 fine. For contracts over the threshold, rise and fall clauses can be used.
A rise and fall clause can be beneficial to home buyers. Using an agreement that clearly defines how building cost increases and decreases are to be treated reduces the builder’s risk factor and ultimately may lead to the client paying a lower price. Rather than the builder perhaps having to factor in an excessive amount in its quotation to cover unknown contingencies such as cost escalation, the client may well end up with a lower price since the risk factor now is excluded from the builder’s calculations.

Note, this is explictly an IP, its not a copy pasted article. Copying NOT allowed.
For more consultancy services, contact the under signed.

19/10/2017

Understanding Passive Design.

Passive design
Passive design is the design that takes advantage of the climate to maintain a comfortable temperature range in the home. Passive design reduces or eliminates the need for auxiliary heating or cooling, which accounts for about 40% (or much more in some climates) of energy use in the average kenyan homes.

Example
A contemporary living room has wide glass bifold doors opened to connect the room to an outside balcony with trees beyond. High windows with louvres run across the wall above the bifold doors, allowing plenty of light into the room.

IMPORTANCE
The importance of passive design cannot be overstated. Paying attention to the principles of good passive design suitable for your climate effectively ‘locks in’ thermal comfort, low heating and cooling bills, and reduced greenhouse gas emissions for the life span of your home.

Passive design utilises natural sources of heating and cooling, such as the sun and cooling breezes. It is achieved by appropriately orientating your building on its site and carefully designing the building envelope (roof, walls, windows and floors of a home). Well-designed building envelopes minimise unwanted heat gain and loss.

The most economical time to achieve good passive design in a home is when initially designing and building it. However, substantial renovations to an existing home can also offer a cost effective opportunity to upgrade thermal comfort — even small upgrades can deliver significant improvements.
If you’re buying a new home or apartment, assess its prospects for thermal comfort and/or ability to be cost effectively upgraded to reflect good passive design principles in its climate.

For best results, ‘passive’ homes need ‘active’ users — people with a basic understanding of how the home works with the daily and seasonal climate, such as when to open or close windows, and how to operate adjustable shading.

A number of different and interrelated strategies contribute to good passive design, each the subject of an article in this section. Passive design strategies vary with climate, as explained in more detail in Design for climate. The best mix of passive design strategies also varies depending on the particular attributes of your site. Choose a designer who is experienced in passive design for your climate and consider engaging a thermal performance expert to model different design options using thermal performance software.

Good passive design is critical to achieving a lifetime of thermal comfort, low energy bills and low greenhouse gas emissions.

Design for climate

Good passive design ensures that the occupants remain thermally comfortable with minimal auxiliary heating or cooling in the climate where they are built. Each of the eight main climate zones in Australia has its own climatic characteristics that determine the most appropriate design objectives and design responses. Identifying your own climate zone and gaining an understanding of the principles of thermal comfort helps you make informed design choices for your home.

Orientation

Orientation refers to the way you place your home on its site to take advantage of climatic features such as sun and cooling breezes. For example, in all but tropical climates living areas would ideally face north, or as close to north as possible, allowing maximum exposure to the sun, and easy shading of walls and windows in summer.

GOOD ORIENTATION

Good orientation reduces the need for auxiliary heating and cooling and improves solar access to panels for solar photovoltaics and hot water. Your home is thus more comfortable to live in and cheaper to run. It takes account of summer and winter variations in the sun’s path as well as the direction and type of winds. Consult Alrington Construction for more consultative advise for a good outcome.

Shading

Shading of your house and outdoor spaces reduces summer temperatures, improves comfort and saves energy. Direct sun can generate the same heat as a single bar radiator over each square metre of a surface.

Effective shading — which can include eaves, window awnings, shutters, pergolas and plantings — can block up to 90% of this heat. Shading of glass to reduce unwanted heat gain is critical, as unprotected glass is often the greatest source of heat gain in a house. However, poorly designed fixed shading can block winter sun. By calculating sun angles for your location, and considering climate and house orientation, you can use shading to maximise thermal comfort.

A paved terrace outside a house has rectangular shade sails erected to shade the windows from direct sunlight.

Passive solar heating

Passive solar heating is the least expensive way to heat your home. Put simply, design for passive solar heating keeps out summer sun and lets in winter sun while ensuring that the building envelope keeps that heat inside in winter and allows any built up heat to escape in summer. Orientation, thermal mass, sealing and other elements all contribute to the design of a house that benefits from passive solar heating. As most Australian climates require both passive heating and cooling, it’s helpful to read this article along with Design for climate (to determine your climate zone) and Passive cooling.

Passive cooling

Passive cooling is the least expensive way to cool your home. To be effective, passive cooling techniques need to cool both the house and the people in it — with elements such as air movement, evaporative cooling and thermal mass. Passive cooling design techniques can be applied to new homes as well as renovations, across a range of different climate zones. All kenyan regions except those above the tropic of Capricorn require some form of passive heating in winter.
Example
A timber single-story house is built on pylons to allow air circulation under the house. It has wide verandahs providing deep shade for the windows. The house is surrounded by lush greenery including a number of shady trees.

Sealing your home

Air leakage accounts for 15–25% of winter heat loss in buildings and can contribute to significant loss of ‘coolth’ in climates where air conditioners are used. Sealing your home against air leaks is one of the simplest upgrades you can undertake to increase your comfort while reducing energy bills and greenhouse gas emissions. The more extreme your climate, the more beneficial sealing is, with the exception of naturally ventilated homes in the tropics. As sealing your home and increasing insulation levels can also create condensation and indoor air quality problems, this article explains how condensation works, which climates present the greatest condensation risk and how you can limit its impact.

Insulation

Insulation acts as a barrier to heat flow and is essential for keeping your home warm in winter and cool in summer. It can also help with weatherproofing and soundproofing. A well-insulated and well-designed home provides year-round comfort, cutting cooling and heating bills by up to half and reducing greenhouse gas emissions. Climatic conditions determine the appropriate level of insulation as well as the most appropriate type to choose — bulk, reflective or composite. The most economical time to install insulation is during construction.

Insulation installation

If insulation is to perform as intended then it must be correctly installed. For example, if bulk insulation is compressed, so are the air pockets within it that provide the insulation and it doesn’t work effectively; neither does foil insulation if it is installed without an adjacent air gap. This article explains, with illustrations, how to install insulation in a variety of construction types, and includes health and safety cautions, typical solutions and useful tips.

Thermal mass

Thermal mass is the ability of a material to absorb and store heat energy. A lot of heat energy is needed to change the temperature of high density materials such as concrete, bricks and tiles: these materials have high heat storage capacity and are therefore said to have high thermal mass. Lightweight materials such as timber have low thermal mass.

Example

Interior view of a house with stone walls and lofted ceiling. The open staircase leads to a mezzanine level where the balustrading is built from water-filled columns which can have the water level altered to adjust the thermal mass of the building.

Use of materials with high thermal mass throughout your home can save significantly on heating and cooling bills, but thermal mass must be used appropriately. Poor use can exacerbate the worst extremes of the climate, radiating heat on a hot summer night or absorbing all the heat you produce on a winter night.

Good use of thermal mass

Good use of thermal mass
moderates indoor temperatures by averaging day−night temperature extremes. To be effective, thermal mass must be integrated with good passive design techniques appropriate for the climate. Although this is most easily done during construction or renovation, in many circumstances thermal mass can also be retrofitted.

Glazing

Glazed windows and doors bring in light and fresh air and offer views that connect interior living spaces with the outdoors. However, they can be a major source of unwanted heat gain in summer and heat loss in winter. Up to 40% of a home’s heating energy can be lost and up to 87% of its heat gained through glazing. These thermal performance problems can be largely overcome by selecting the right glazing systems for your orientation and climate, and considering the size and location of window openings in your design. Use the Window Energy Rating Scheme (WERS), which rates the energy and energy-related performance of different window products.

Up to 40% of a home’s heating energy can be lost and up to 87% of its heat gained through glazing.

Skylights

Skylights can make a major contribution to energy efficiency and comfort. They are an excellent source of natural light, perhaps admitting more than three times as much light as a vertical window of the same size, and can improve natural ventilation. However, they can be a major source of unwanted heat gain in summer and heat loss in winter.

Factors.

Factors to be considered when selecting from the many skylight options available include sizing and spacing (to control glare and heat gain), energy efficiency and appropriateness for climate.
Consult Arlington Construction Ltd for best outcome.
Delivering your building projects on agreed timeframes and on budgets.

Author (copyright 2017).
Simon Njenga

16/08/2017

Green Buildings and Infrastructure
“Green Buildings for creating a Green environment” is what I would say. Generally, the term “Green Buildings” is understood in a wrong way. As in, the people have a wrong understanding about the term “Green Buildings”. Green Buildings does not just imply on creating huge lawns and making the building look green in colour.
Example:
The new library at the Catholic University of Eastern Africa in Karen offers one of the best example of a sustainable building.

It is all about making the environment green and create a healthy atmosphere inside the living space which also has an impact on the outside surroundings.

Vegetation, Landscaping is definitely a part of Green Building Design but that is not all which would make the building green.

In this article, i am going to discuss the goals of Green Buildings or rather I should say the “Principles of Green Buildings”.
If we are successful in achieving these principles, we will definitely be able to successfully design not just “A green Building” but also create a Green environment.
Earlier, i discussed, various Passive and Active features of Green Building Design. Passive Features form an indispensible part of Green Building Design. That is the most primary and important step to be achieved in order to create a sustainable and Green environment.

Passive features of a Green Building are the design features that are to be incorporated in a Building so that it requires use of lesser energy resources by the users of the building and also maintain a comfortable lifestyle.

Active features of Green Architecture implies on the use of equipment that works on Renewable resources and help in the conservation of natural and non-renewable resources.

For example, Wind Turbines are used to generate electricity with the help of non-exhaustible wind power.

Solar water heater and solar photovoltaic panels are used to heat the water and generate electricity respectively by harnessing solar energy of the sun.

Let now move on with the discussion on the principles of Green Buildings:

1.Site and its surroundings
2.Energy Efficiency
3.Water Efficiency
4.Material Efficiency
5.Indoor Air Quality
6.Waste Reduction
7.Low maintenance costs
These are the seven key principles of Green Building Architecture.

I will be discussing each of these principles in my succeeding articles.

Green Building Architecture in the 21st Century
Like i discussed earlier that people have entirely mistaken in actually understanding the concept of Green Buildings. This is not just the misunderstanding in terms of landscaping but there are also other major factors that contribute to it.
People have begun to use expensive materials trying to make the building energy efficient but they fail to realize that the materials that are being used for the purpose are high energy intensive materials and are not serving much purpose in the context of Green Buildings.

Use of Local materials, recycled materials and natural materials have to be brought into practice and should be utilized in a right way. Making Buildings expensive and then calling it Green Buildings is not what the entire concept is about.

In my succeeding articles, i will be eraborating what the real concept of Green Buildings and Sustainable environment is all about.

25/07/2017

Variations in Construction Contracts

Contents
1 Introduction
2 Valuation of variations
3 Source of conflict
4 Extension of time
5 Conclusion

INTRODUCTION

A variation (sometimes referred to as a variation instruction, variation order or change order) is an alteration to the scope of works in a construction contract in the form of an addition, substitution or omission from the original scope of works.
Almost all construction projects vary from the original design, scope and definition. Whether small or large, construction projects will inevitably depart from the original tender design, specifications and drawings prepared by the design team.
This can be because of technological advancement, statutory changes or enforcement, change in conditions, geological anomalies, non-availability of specified materials, or simply because of the continued development of the design after the contract has been awarded. In large civil engineering projects variations can be very significant, whereas on small building contracts they may be relatively minor.

VARIATION MAY INCLUDE:

1.Alterations to the design.
2.Alterations to quantities.
3.Alterations to quality.
4.Alterations to working conditions.
5.Alterations to the sequence of work.
Variations may also be deemed to occur if the contract documents do not properly describe the works actually required.

Variations may not (without the contractors consent):
1.Change the fundamental nature of the works.
2.Omit work so that it can be carried out by another contractor.
3.Be instructed after practical completion.
4.Require the contractor to carry out work that was the subject of a prime cost sum.

In legal terms, a variation is an agreement supported by consideration to alter some terms of the contract. No power to order variation is implied, and so there must be express terms in contracts which give the power instruct variations. In the absence of such express terms the contractor may reject instructions for variations without any legal consequences.
Standard forms of contract generally make express provisions for the contract administrator to instruct variations (for example, FIDIC. Construction Law, Clause 51.1). Such provisions enable the continued, smooth administration of the works without the need for another contract.

Variation instructions must be clear as to what is and is not included, and may propose the method of valuation.

VALUATION OF VARIATIONS .

Variations may give rise to additions or deductions from the contract sum. The valuation of variations may include not just the work which the variation instruction describes, but other expenses that may result from the variation, such as the impact on other aspects of the works. Variations may also (but not necessarily) require adjustment of the completion date.

VARIATION MAY BE VALUED BY :
1.Agreement between the contractor and the client.
2.The cost consultant.
3.A variation quotation prepared by the contractor and accepted by the client.
4.By some other method agreed by the contractor and the client.

Valuations of variations are often based on the RATES and PRICES provided by the contractor in their tender, provided the work is of a similar nature and carried out in similar conditions. This is true, even if it becomes apparent that the rates provided by the contractor were higher or lower than otherwise available commercial rates. The contractor's rates do not become reasonable or unreasonable by the ex*****on of variations (Henry Boot Construction v Alstom (2000)).

If similar types of works to those instructed by a variation cannot be found in the drawings, specification or bills of quantities, then fair valuation of the contractor's direct costs, overheads and profit is necessary.
However, NEC contracts do not value variations based on rates in the tender. Guidance on assessing compensation events states:
"Assessment of compensation events as they affect Prices is based on their effect on Defined Cost plus the Fee. This is different from some standard forms of contract where variations are valued using the rates and prices in the contract as a basis. The reason for this policy is that no compensation event for which a quotation is required is due to the fault of the Contractor or relates to a matter which is at his risk under the contract. It is therefore appropriate to reimburse the Contractor his forecast additional costs (or actual costs if the work has already been done) arising from the compensation event."
In other words the contractor can ignore their tender pricing and claim cost plus on variations. However, there may be disagreements about items such as factory overheads and management which are very hard to evaluate. In addition, given the complexity and length of the supply chain in major building works, getting forecast pricing from all the parties affected takes time, often beyond the date by which the contract administrator has to make the decision as to whether or not to instruct the variation. They may then have to decide whether or not to proceed with a variation based on estimates from the cost consultant which in due course get replaced by the actual cost. It has been argued that this practicality defeats the some of the rationale of the NEC contracts in relation to cost control and decision making.

SOURCES OF CONFLICT

Conflict can arise when work is not mentioned in the bills of quantities, drawings or specifications. In common law this silence does not mean the contractor has an automatic right to claim for extra payment. The client is not bound to pay for things that a reasonable contractor must have understood were to be done but which happen to be omitted from the bills of quantities. Where there are items that, whilst they are not expressly mentioned, are nonetheless required in order to complete the works, then the contractor should have included them in their price. The bills of quantities and specification do not necessarily have to include “every nail to be punched in”. For example in fixing GRC façades it is necessary to have steel supports, and a reasonably experienced contractor must make provision for this in the contract price. Unless expressly excluded, such supports are not paid for as a variation.
Conflict can also arise when a sub-contractor qualifies that, for example, “Supply & Fixing of Door is included” but “Supply & Fixing of Ironmongery is excluded”. A reasonable sub-contractor should foresee that a door cannot be fixed without hinges – which is a part of the ironmongery. So even if ironmongery is excluded, the sub-contractor cannot expect a variation for any of the items required to fix the doors.
Also under the pretext of variation, the contract administrator cannot change the nature of works. For example, if the contract provides for secant pile shoring, they cannot ask for diaphragm wall shoring as it will entirely change the nature of the work. Further, if the contract administrator omits work from contractor’s scope, such an omission must be genuine: that is, the work omitted must be omitted from the contract entirely, it cannot be used to take work away from the contractor to give it to another ( FIDIC Construction Law Clause 51.1). Similarly, the contract administrator is not empowered to order variations to help the contractor if the contract works are proving too difficult or expensive for them.

EXTENSION OF TIME
Many construction contracts allow the construction period to be extended where there are delays that are not the contractor's fault. This is described as an extension of time (EOT).
Variations may (but do not necessarily) constitute relevant events that can merit an extension of time and so adjustment of the completion date. See extension of time for more information.

CONCLUSION

Variations are often sources of dispute, either in valuing the variation, or agreeing whether part of the works constitute a variation at all, and can cost a lot of time and money during the course of a contract. Whilst some variations are unavoidable, it is wise to minimise potential variations and subsequent claims by ensuring that uncertainties are eliminated before awarding the contract.
This can be done by:
1.Undertaking thorough site investigations and condition surveys.
2.Ensuring that the project brief is comprehensive and is supported by stakeholders.
3.Ensuring that legislative requirements are properly integrated into the project.
4.Ensuring that risks are properly identified.
5.Ensuring that designs are properly coordinated before tender.
6.Ensuring the contract is unambiguous and explicit.
7.Ensuring the contractor's rates are clear.
8.Preparing concise drawings, bills of quantities and specifications, providing for all situations which are reasonably foreseeable.

Copyright. I.P
Simon

24/02/2017

A Perception Change: Moving the Goal Post

Have you ever shaken your head in disbelief because a sponsor stated, “This is not what I expected”? Your reaction might be to dispute the statement, particularly if you believe the expectations articulated by the sponsor were met...Maybe you just sit back and contemplate what just happened, wondering what you missed... You realize the success or failure of any project is based on each person’s perception, so how did you not see that sponsor’s perception of success had changed?

That something could be as simple as time passes. The business as well as project changed, resulting in the sponsor’s perception of success changing. The goal post moved. The team never noticed it, resulting in the “customer” not being satisfied.

Project managers and team members excel at managing the project schedule, but many of us are not accustomed to revisiting the original premise of a project. The project manager might not even be aware that the original premise changed—or that perceptions of what is expected and what constitutes success also changed. Simply put, the project manager and team got busy and focused on the ex*****on of the project. They did not listen to the noise, see the unspoken signals or stop to ask questions. They missed the change until it was too late.

There are four very simple and practical “perception” risk mitigation techniques that project managers and teams can implement. They are:

1. Schedule periodic charter review sessions. Project managers are trained and accustomed to issuing status reports and holding meetings that discuss milestone and deliverable progress. They understand the need to discuss scope changes and team issues. However, taking a hard look to ensure the project is meeting—or is on target to meet the success metrics outlined in the charter—tends not to occur on a regularly scheduled basis.

An easy solution is to schedule periodic meetings with the sponsor to review and, if applicable, update the charter. The review of the charter should be the only item on the agenda. Include the key stakeholders and team members in the discussion. Discuss any changes (or potential changes) that affected the project, as well as expectations and success metrics. Be blunt. Ask if anyone’s perception of success has changed. The timing of these meetings should be discussed prior to beginning the project and be included as checkpoints in the project schedule.

2. Review and (if necessary) modify the change control process. Most change control forms note the reason for the request, alternatives reviewed, potential risks and impact on the project scope, time and budget. The process is followed, signatures obtained and, if approved, changes are made to the project schedule.
Project managers are taught to review and update the charter after a change is approved, but that review and update may never occur. Reasons vary from “the change is too small” and “everyone is too busy” to “management feels it’s not necessary to update the charter.”

Often when the request form is completed, no one thinks about how the requested change impacts the original (or updated) expectations or success metrics in the Charter. Because the Charter is not reviewed, no one thinks about the overall expectations—think out of sight, out of mind—and often a sponsor or key stakeholder is not asked if the change impacts their expectations of success.

An easy solution is to modify how the project team thinks about and reviews change requests. Every request should be reviewed to determine the impact and risks to the charter’s expectations and success metrics. Ensure the impact is noted on the request form prior to forwarding for approval or denial. Be direct by asking the sponsor and key stakeholders if the requested change impacts their expectations of success.

3. Review the expectations and success metrics with team members during lessons learned sessions. Teams know the importance of performing lessons learned sessions throughout the project lifecycle. They discuss what went right and wrong, and determine if any changes are necessary. The problem is that project managers and teams tend to focus on the tactical aspects of the project—project schedule, the level of effort and work being performed, the milestones and deliverables, and the team dynamics. As a result, it is easy to lose sight of the big picture—the strategic issues.

An easy solution is to add to the lessons learned discussion a review of the expectations and success metrics. Ensure the team members can articulate how success will be measured and that they understand what needs to be achieved to ensure the success occurs. If the project is a strategic project, ensure the team understands how the project supports the organization’s strategy and management’s expectations. If the team members can articulate and truly understand the expectation, they will be better attuned to a change in a stakeholder’s perception. Train the team members to listen to the implied as well as stated comments.

As project manager, it is your responsibility to support the sponsor and other key stakeholders. Therefore, it is the project manager’s responsibility to help ensure project expectations and success metrics still tell the right story—and that team members understand that story.

4. Constantly question the team’s work—and ensure the work is aligned with the vision. Team members are taught to work the plan, but an original assumption could have been wrong—resulting in team members working on performing unnecessary work, or a change request resulting in something in the plan being overlooked. Regardless of the reason, work might occur that does not support the vision nor ensure that expectations will be met.

An easy solution is to carefully scrutinize the work being performed by the team. As the project manager, be more than a task master by analyzing everything based on the project charter. Think like the sponsor and key stakeholders. Ask yourself if the team is doing busy work or productive work that supports and enables the expectations to be met.

If the team is working on anything that you believe does not provide value, does not align with the vision or enable expectations to be met, challenge it. Identify gaps that prevent the team from meeting expectations. Kill unnecessary tasks or, if necessary, add tasks.

Conclusion
All project managers have heard that it is important to ask the right questions to understand the expectations of a sponsor and stakeholders. This requires project managers to listen closely during meetings and one-on-one conversations. They need to ask questions to ensure the stated as well as implied expectations are understood. They need to implement processes such as periodic checks of the project charter, and ensuring expectations and success metrics are considered during the change control process.

However, a project manager needs to do more than just ask the right questions and implement processes. Project managers need to have a sixth sense—a gut feeling—that there is a change in the wind, a change in a sponsor or stakeholder’s perception of what success is. They need to have a strong sponsor/project manager relationship, as well as solid communication skills. They need to educate their team members on the project expectations and success metrics, as well as train them to recognize changes in perceptions.

The sooner a perceived change in project expectations and success metrics is identified, the better the chances for project success. Additionally, the more a project manager is able to build a sixth sense, the more valuable they become to the project—as well as the organization.
(Intelectual property, IP)

Arlington Constructions

07/06/2018

10/11/2017

19/10/2017

16/08/2017

25/07/2017

24/02/2017

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