Project Management is complex and varied, with each project being unique. Nonetheless, there are component features that are common to most major projects. We represent below a simplified example of a project structure containing these typical elements, which require on-going management; either from top to bottom in the design phase of a project, or from bottom to top once a project becomes active. At Leadingham Projects we are experienced at clarifying data and information systems in all these areas of project structure:

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“Leadingham Projects specialises in reviewing data and databases, information flow and management reporting, using proprietary software to take care of the detail. We take a bottom-up approach to system reform, improving the fluidity of data, the functionality and reliability of information-flow and the integrity of management reporting. We make sure that the view at the top reflects the reality of the whole project operation in real time. We commit to delivering cost savings to our clients that can significantly improve project profitability and justify our involvement and contribution.”

There are usually many interdependent levels of the workforce and management that feed information to centralised data or information systems which in turn guide and inform timely decision-making at every level. For example, work carried out on a construction site is determined by work-schedulers, who use information provided by the last team of installers or builders. Installers on site are dependent on procurement teams having materials on site at the appointed time. Procurement refines the timing of deliveries according to the planners’ latest estimates and negotiates prices influenced by the inputs of a QS department. Quantity surveyors need to be confident that approved variations reset the project data, reflecting the new cost framework to procurement and financial management. Senior planning management requires data integrity so that the view at the higher levels of management is trustworthy and accurate. Top management need to relay credible progress to clients, with whom they have commitments, knowing it will not create embarrassment or leave them open to financial penalties down the road.

Jigsaw puzzle of  people

Whenever this intricate chain of dependency breaks down, it can impact all the teams operating within this finely balanced structure. Sometimes this occurs without these teams knowing exactly what has happened, resulting in faulty diagnosis of where the problem lies; potentially engendering a blame-culture between work and management teams, with demoralizing effects being felt at many levels. Perhaps more importantly, it causes a loss of financial control and damages the profitability of your project.

You may have already seen our personal profiles detailing real-life management experiences on our Home Page, but if not, have a look now and see if their stories are relevant to your personal and professional circumstances. If you recognise their experiences in your own case, you might want to consider contacting Leadingham Projects to discuss our Systems Health-Check, and better understand how we can help you achieve transparency at every step of your project management.

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