When establishing site viability, the geotechnical report will help determine how the site is to be classified and assessed for either:
Effective site layout has an understated effect on workforce morale, and directly flows through to site productivity. On top of this, a well-designed and properly maintained site is rewarded by client recognition of professional management and high quality work.
This course examines key areas of site establishment, including:
Meetings are an integral part of any business or work environment, and as such it’s important for you to understand what a meeting is and how to use to your advantage. While they form the basis of much communication, particularly in the building industry, they can also be time wasters, taking you and others away from productive tasks and producing little of value themselves.
Because of their paradoxical nature, Meeting Management is the ideal course to ensure your meetings are never counter-productive. Objectives include establishing:
For anyone managing a project, it’s imperative to create an understanding and transparent working relationship between all involved parties. Your success depends upon your relationship with the client, builders, and stakeholders.
Creating a Partnership Approach will enable you to foster the relationships to guarantee successful project outcomes. Core components of this course include:
As a builder, it’s vital to monitor quality control. Your reputation depends on the quality of the work – plus you want to avoid having to return to a client to fix work
Quality Management (QM) is a management technique to help determine quality policy, objectives, and responsibilities. Its core components include:
- Quality planning
- Quality control
- Quality assurance
- Quality improvement
One important but often overlooked task is understanding your business better. Specifically, the goal is to identify your personal and professional targets. The key is a type of “retreat” where you take time away from the business to set some core objectives. Having a clearly defined goal is a key to success in business as a builder – whether you’re just starting out or you have years of experience.
Once you have these goals clearly set, you can become more efficient, avoid bad clients, and become more focussed on the end result.
In this blog series we detail the theory and application of scope management. In our last 2 posts we looked at Scope Management and Work Breakdown Structure (WBS), and this final post of the series introduces the key elements of scope verification and variation management.
In this series of blogs, we are detailing the concept of scope management. In the last blog, we introduced Scope Management. In this part two, we detail Work Breakdown Structure (WBS). And in the next blog, we discuss successfully handling variations.
In this series of three blogs, we will detail the concept of Scope Management. We will introduce:
- Scope Management
- Work Breakdown Structure (WBS)
- Successfully Handling Variations
Let’s start with scope management. A building project starts with defining the scope of the project. Scope management defines the goals and also handling the almost inevitable changes. Another part of scope management is handling the gaps between the original project definition and the ability of the team to deliver the defined requirements.
What is scope?
NSW law requires that all builders perform at least 12 CPD (Continuing Professional Development) points worth of activity every single year in order to keep their business licence valid. Why is this? Because the government wants to make sure that those who work in the building industry are doing what's required to keep themselves up-to-date on any and all new developments taking place in this particular field of work.