It is no breaking news, from what certain people (McKinsey) could observe, productivity in construction projects has been stable or even decreased in the last 30 years. I don’t want to discuss the how but since we see a big move towards digitalisation (after COVID-19 crisis started) we hope this move will be also done towards more efficient projects.
At Primaned Belgium, we see a lot of projects. Most of us originate from the construction sector and we observe all project controls technologies in the market. However, if you know us, you also know we are not dependant of one software vendor. Our main goal is to enhance the situation of our customer based on their business case. The digital product that will support this is necessary but remains secondary.
As professionals in planning we sometimes need to look in the mirror and accept that the way we traditionally schedule can/should be improved. We have discovered a tool, InEight Schedule, that is really disruptive in its approach to scheduling and offers a real fresh view.
In this blog post we will summarize the main challenges in scheduling and how InEight schedule is designed to solve these.
Our business is all about analyzing project data and delivering the right insights to trigger the appropriate actions. The underlying mission is to use data to improve the project outcome.
As data analytics is in our DNA, we also use it for our own internal strategy. A nice example is our Health Dashboard. “Be healthy” is one of our six strategic goals as a company and we have set a target to collectively burn 1.000.000 kcalories in 2020 with our 20-person team.
Do you also feel that sometimes project scheduling is a theoretical exercise that has little to no connection with the actual field work on site? Many site managers and field workers currently have this feeling and show low commitment to whatever a planning engineer produces.
As planning professionals, we surprisingly agree with this premise. Being self-critical, this situation, which we will call field disconnect, is arguably the biggest issue we face in construction planning nowadays.
In this blog post, we will analyze how we ended up in this situation, but more importantly how we believe it should be fixed.
In times of disaster, we tend to call in force majeure on our projects, and therefore, keep our hands off. Stating no-one could foresee the possibility and impact of said force majeure, we cannot handle it within our project objectives of scope/time/cost. Both employer and contractor will take their responsibility and take a piece of the incurred damages. But can’t we plan for disaster? Are there established principles to do so?