Vital signs are strong today in the construction industry, but that doesn’t mean things are easy or success is guaranteed. Project owners demand faster builds;...
Vital signs are strong today in the construction industry, but that doesn’t mean things are easy or success is guaranteed. Project owners demand faster builds; skilled trade resources are increasingly scarce; and costs – both real and reputational – mount when projects are delayed. These factors and more exert considerable pressure on already narrow margins. Today, 70% of projects come in over budget and are delivered late. In addition, cash flow challenges continue to...
Vital signs are strong today in the construction industry, but that doesn’t mean things are easy or success is guaranteed. Project owners demand faster builds; skilled trade resources are increasingly...
New Lean Construction and Capital Improvement Program capabilities enhance comprehensive, cloud-based project success platform Oracle Construction and...
New Lean Construction and Capital Improvement Program capabilities enhance comprehensive, cloud-based project success platform Oracle Construction and Engineering has unveiled the latest innovations to Oracle Prime Projects Cloud Service. Announced March 20 at Oracle Industry Connect in Orlando, Fla., the new Oracle Prime Projects capabilities, Oracle Lean Scheduling Solution and Oracle Capital Improvement Program Solution, deliver new project execution and capital planning...
New Lean Construction and Capital Improvement Program capabilities enhance comprehensive, cloud-based project success platform Oracle Construction and Engineering has unveiled the latest innovations...
Downer Group, a $7 billion engineering, construction, and maintenance company, a few years ago realized that its growth-by-acquisition strategy had a cost...
Downer Group, a $7 billion engineering, construction, and maintenance company, a few years ago realized that its growth-by-acquisition strategy had a cost beyond what it had spent on the deals themselves. In a Forbes article about Downer, Chief Planner Douglas Marr explains that a series of acquisitions over the years had led to "a siloed approach to our project management methodology." In 2012, Downer launched an organization-wide centralization and standardization effort to...
Downer Group, a $7 billion engineering, construction, and maintenance company, a few years ago realized that its growth-by-acquisition strategy had a cost beyond what it had spent on the deals...
In the following interview, Mark Jenkins, director of product strategy for Oracle Construction and Engineering, discusses the benefits to construction firms of...
In the following interview, Mark Jenkins, director of product strategy for Oracle Construction and Engineering, discusses the benefits to construction firms of using a combination of critical path method (CPM) scheduling and Lean Construction techniques, and he explores how Oracle is enabling organizations to fully integrate these approaches. Q: What's behind the growing interest in Lean construction methods? A: Lean construction offers methods for significantly increasing...
In the following interview, Mark Jenkins, director of product strategy for Oracle Construction and Engineering, discusses the benefits to construction firms of using a combination of critical path...
Construction contractors increasingly are turning to Lean Construction principles in conjunction with critical path method scheduling in an effort to drive new...
Construction contractors increasingly are turning to Lean Construction principles in conjunction with critical path method scheduling in an effort to drive new efficiencies and savings into their project delivery processes. In such a combined approach, Lean Last Planner methods can add important workflow, crew size, location, and resource information to keep the CPM schedule properly updated and help drive on-time completion. During a recent webinar, hosted by Engineering...
Construction contractors increasingly are turning to Lean Construction principles in conjunction with critical path method scheduling in an effort to drive new efficiencies and savings into their...
The new Oracle Contract Management cloud accelerator gives engineering and construction project teams a range of new tools for more closely controlling contract...
The new Oracle Contract Management cloud accelerator gives engineering and construction project teams a range of new tools for more closely controlling contract management and keeping costs in line with project expectations. Because it's cloud-based and designed specifically for the engineering and construction industry Oracle Contract Management cloud accelerator enables companies to quickly launch preconfigured, flexible rules and processes for managing contracts and...
The new Oracle Contract Management cloud accelerator gives engineering and construction project teams a range of new tools for more closely controlling contract management and keeping costs in line...
Making sense of the BIG picture It’s a construction manager’s nightmare. Once work starts on site, it’s blatantly obvious the plans are flawed. Calls to...
Making sense of the BIG picture It’s a construction manager’s nightmare. Once work starts on site, it’s blatantly obvious the plans are flawed. Calls to architects and engineers might be able to resolve the issue, but what does this mean for materials, building products, subcontractors and specialists? Implications for all of these resources need to be considered in the light of the new redesign and even, throughout the project. The arrival and popularity of building...
Making sense of the BIG picture It’s a construction manager’s nightmare. Once work starts on site, it’s blatantly obvious the plans are flawed. Calls to architects and engineers might be able to...
Expect the unexpected. That’s a mantra every construction manager could do with heeding. But it’s easier said than done. The one thing we don’t want is the...
Expect the unexpected. That’s a mantra every construction manager could do with heeding. But it’s easier said than done. The one thing we don’t want is the unexpected. The bigger the project the harder it seems to keep it on track. In the US, the Big Dig, which involved rerouting and tunnelling Boston’s Central Artery to the heart of the city centre, was set to be finished by 1998. In December 2007 the project was finally finished, with a cost overrun of 190 percent at $14.6...
Expect the unexpected. That’s a mantra every construction manager could do with heeding. But it’s easier said than done. The one thing we don’t want is the unexpected. The bigger the project...
