Leatty Shanghai Construction Project Assessment Report
From: Sander Possel (head of project management)
To: Board of Directors of the Chinese contractors
Date: 20 December 2011
Subject: Solution delay project ‘Leatty’
Introduction
On 20 December 2011, we have called a meeting with the developers from Canada and the engineers from Shanghai for the Leatty project, due to problems of the process. The main problem is that the project has been lag behind schedule dramatically. The aim of this session is to make transparent agreements on communication, division of labour and a new process/work schedule, to rectify delays and to make sure we will not waste any more time in the future. CommunicationSince the project is international and the great distance between the developers (Canada),
architects(Germany), Engineers and us (Shanghai), communication hasn’t passed off very well so far.
According to the architects there is a lack of face-to-face communication, furthermore they prefer to arrange more telecom meetings. However, we have strong objectives about this, we take the view that the discussions during these meetings are endless and stand in the way of progression.
We and the other two parties developed the idea to launch an online forum for this project, where only the supervisors, managers, CEO’s and heads of all parties can post developments of the projects. We are convinced that this is the most clear tool of communication, since there are few expensive calls needed from one continent to another and information can be read by everyone at the same time so there will not occur any more lag. We see this as the best solution for transparent communication to keep all parties abreast of the growth of the project. Our own ICT department will take on the production of the online forum.
To: Board of Directors of the Chinese contractors
Date: 20 December 2011
Subject: Solution delay project ‘Leatty’
Introduction
On 20 December 2011, we have called a meeting with the developers from Canada and the engineers from Shanghai for the Leatty project, due to problems of the process. The main problem is that the project has been lag behind schedule dramatically. The aim of this session is to make transparent agreements on communication, division of labour and a new process/work schedule, to rectify delays and to make sure we will not waste any more time in the future. CommunicationSince the project is international and the great distance between the developers (Canada),
architects(Germany), Engineers and us (Shanghai), communication hasn’t passed off very well so far.
According to the architects there is a lack of face-to-face communication, furthermore they prefer to arrange more telecom meetings. However, we have strong objectives about this, we take the view that the discussions during these meetings are endless and stand in the way of progression.
We and the other two parties developed the idea to launch an online forum for this project, where only the supervisors, managers, CEO’s and heads of all parties can post developments of the projects. We are convinced that this is the most clear tool of communication, since there are few expensive calls needed from one continent to another and information can be read by everyone at the same time so there will not occur any more lag. We see this as the best solution for transparent communication to keep all parties abreast of the growth of the project. Our own ICT department will take on the production of the online forum.
Work schedulesIn our meeting the engineers put forward their discomfort with the working hours of the building workers. A daily work schedule from 8.00 AM till 8.00 PM by 100 employees doesn’t result in a more rapid construction of the building, but a decrease in labour productivity and loss of workforce on the long term because of health issues. We can conclude that delay is not only caused by a lack of good communication, but also due to inefficient labour, which we can’t blame the building workers for.
According to the management of the engineers their building workers were exhausted and they found it unacceptable to continue this mode of working.
According to the management of the engineers their building workers were exhausted and they found it unacceptable to continue this mode of working.
In a discussion of two hours, we have found agreements on redesigning the work schedules. The proposal is as follows: Working hours will be reduced from twelve to eight hours, to keep up the productivity. Furthermore, we have negotiated about extra workforce, which was possible. The amount of hundred construction workers will be extend to one hundred fifty. In return, they desired four more supervisors from our side to coordinate and manage the daily process, since the previous situation in this field was not perfect (two supervisors leading hundred building workers).
ConclusionAs the project management team we are deeply satisfied with the results of this meeting, the introduction of the forum will be a good step forward, not only for transparent information sharing but most of all for time management. The work schedules of the building workers are improved in the meaning of maintaining high labour productivity. Altogether, we believe that these measures are the solution to stop lag and to ensure delays won´t occur again.
We hope that these measures will be to your liking and we´re looking forward to see your approval.
Sander Possel
Head of project management
We hope that these measures will be to your liking and we´re looking forward to see your approval.
Sander Possel
Head of project management
As you can see I posted the memo report itself in this blog message, due to circumstances in which I'm not able to post the memo report as an enclosed picture plus the feedback. This is because our teacher is still critizing our memo reports. Due to deadlines of this language learning blog, I'm afraid I'm not even able to post this feedback, but we'll see.
Perhaps it's a good idea to ask you to give me some comments on the memo report, read it and if you feel to, post your feeedback!
Greetings,
Sander
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