<?xml version='1.0' encoding='UTF-8'?><?xml-stylesheet href="http://www.blogger.com/styles/atom.css" type="text/css"?><feed xmlns='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:blogger='http://schemas.google.com/blogger/2008' xmlns:georss='http://www.georss.org/georss' xmlns:gd="http://schemas.google.com/g/2005" xmlns:thr='http://purl.org/syndication/thread/1.0'><id>tag:blogger.com,1999:blog-304610381781096619</id><updated>2024-11-01T02:04:45.178-07:00</updated><title type='text'>PMCMspot</title><subtitle type='html'>Модерен поглед към строителната индустрия</subtitle><link rel='http://schemas.google.com/g/2005#feed' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/posts/default'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default?redirect=false'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/'/><link rel='hub' href='http://pubsubhubbub.appspot.com/'/><link rel='next' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default?start-index=26&amp;max-results=25&amp;redirect=false'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><generator version='7.00' uri='http://www.blogger.com'>Blogger</generator><openSearch:totalResults>92</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>25</openSearch:itemsPerPage><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-1540736710577024968</id><published>2012-06-15T04:27:00.001-07:00</published><updated>2012-06-15T04:34:59.505-07:00</updated><title type='text'>ADVERSE WEATHER AND FIDIC</title><summary type="text">



The climate changes
bring extreme weather conditions and unpredictable rains and floods to our
project sites. When heavy rain obstruct road work and earth slip occurs during
execution, the important question arises that which clauses of contract that &amp;nbsp;has
to be &amp;nbsp;invoked ?





Construction operations are often sensitive to
weather conditions such as temperature, humidity, wind, </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/1540736710577024968/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/06/adverse-weather-and-fidic.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/1540736710577024968'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/1540736710577024968'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/06/adverse-weather-and-fidic.html' title='ADVERSE WEATHER AND FIDIC'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-6228744112608533757</id><published>2012-05-26T06:33:00.003-07:00</published><updated>2012-05-26T07:06:18.740-07:00</updated><title type='text'>VALUATION OF VARIATIONS</title><summary type="text">


Everybody has been in a position to negotiate with the contractor a new rate or price when an instruction has been issued and you know that if you are an engineer you must have a strong stomach and patience to deal the price.&amp;nbsp;
One of the reason to raise this question is my opinion that in most forms of standard contracts there are four ways of doing this and this options can raise </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/6228744112608533757/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/05/valuetion-of-variatins.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6228744112608533757'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6228744112608533757'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/05/valuetion-of-variatins.html' title='VALUATION OF VARIATIONS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-495325762095387021</id><published>2012-04-24T07:22:00.000-07:00</published><updated>2012-05-26T06:50:39.469-07:00</updated><title type='text'>DESIGN QUALITY CONTROL</title><summary type="text">


How does the PM control the quality of the design works? I already mentioned that the quality management plan is a part of the PMP. But what does really quality management plan mean?


The quality management plan should answer the questions of who is responsible and when in time actions should occur.&amp;nbsp;Since the primary product of the design phase is construction contract&amp;nbsp;documents for</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/495325762095387021/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/design-quality-control.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/495325762095387021'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/495325762095387021'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/design-quality-control.html' title='DESIGN QUALITY CONTROL'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-2079665379712877897</id><published>2012-04-20T05:27:00.000-07:00</published><updated>2012-04-20T05:27:26.187-07:00</updated><title type='text'>TIME MANAGEMENT</title><summary type="text">




Do we manage time in construction? How do we cope with delay? How do we use technology?



I strongly recommend viewing following presentation if you want to develop your time management skills:

http://www.youtube.com/watch?v=rsU7EftWVx0&amp;amp;feature=relmfu







</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/2079665379712877897/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/time-management.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2079665379712877897'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2079665379712877897'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/time-management.html' title='TIME MANAGEMENT'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-2406295777170832202</id><published>2012-04-20T00:06:00.003-07:00</published><updated>2012-04-20T00:06:23.750-07:00</updated><title type='text'>HOW TO RUN MEETINGS</title><summary type="text">
The press of business has reduced my recent posting activity. I have been involved in a series of progress meetings and have been surprised by the lack of results due to incompetence of the resident engineers responsible for conducting these meetings. That&#39;s why I recommend the following link where you can find a good information on how to run the meetings:

http://www.projectmanager.com/</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/2406295777170832202/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/how-to-run-meetings.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2406295777170832202'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2406295777170832202'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/04/how-to-run-meetings.html' title='HOW TO RUN MEETINGS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-3436080827222330947</id><published>2012-03-16T02:03:00.000-07:00</published><updated>2012-03-16T02:03:02.606-07:00</updated><title type='text'>SUPPORTING MANAGEMENT PLANS</title><summary type="text">
Supporting management plans are added to a project as appropriate depending on the project&#39;s size and complexity. Larger and more complex projects may require adding one of the following supporting plans to the project management plan at project initiation:


Quality management plan;
Risk management plan;
Contract management plan.


The quality management plan describes how the project will </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/3436080827222330947/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/supporting-management-plans.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3436080827222330947'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3436080827222330947'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/supporting-management-plans.html' title='SUPPORTING MANAGEMENT PLANS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-6107483344062575206</id><published>2012-03-09T00:11:00.001-08:00</published><updated>2012-03-09T05:41:17.227-08:00</updated><title type='text'>PROJECT INITIATION-PM&#39;s TO DO LIST</title><summary type="text">
In project initiation phase PMs turn their attention on how to plan an authorized project. In this phase PMs develop two important project planning documents: the project charter (sometimes called project requirements definition or statement of work) that documents what the project will deliver and project management plan that documents how the project is to be delivered. If needed, supporting </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/6107483344062575206/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/project-initiation-pms-to-do-list.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6107483344062575206'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6107483344062575206'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/project-initiation-pms-to-do-list.html' title='PROJECT INITIATION-PM&#39;s TO DO LIST'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-9124808675548827663</id><published>2012-03-07T04:15:00.000-08:00</published><updated>2012-03-10T06:47:20.054-08:00</updated><title type='text'>PROCUREMENT METHOD AND RISKS</title><summary type="text">
The procurement strategy needs to identify how and when suppliers are brought onto the project. There are numerous procurement methods that have developed over time for use by construction owners as shown below:



own forces-owner manages, design and constructs project with own forces. Owner has total control and accepts all risks;
design-bid-build-owner manages project, contracts out design to</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/9124808675548827663/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/procurement-method-and-risks.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/9124808675548827663'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/9124808675548827663'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/procurement-method-and-risks.html' title='PROCUREMENT METHOD AND RISKS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-3923408846723114030</id><published>2012-03-01T00:00:00.000-08:00</published><updated>2012-03-01T00:00:05.981-08:00</updated><title type='text'>RISK MANAGEMENT</title><summary type="text">

A few have incorporated risk management into their organizational culture and use it concept daily. Risk
management is what you do to prepare for the unexpected. But how do you do
prepare for the unexpected-it’s unexpected? Donald Rumsfeld’s ”Unknown unknowns”
speech offers an explanation:

Reports that
say that something hasn’t happened are always interesting to me, because there
are known </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/3923408846723114030/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/risk-management.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3923408846723114030'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3923408846723114030'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/03/risk-management.html' title='RISK MANAGEMENT'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-6165675381895092519</id><published>2012-02-27T23:11:00.000-08:00</published><updated>2012-02-27T23:12:19.732-08:00</updated><title type='text'>BUILD THE SCHEDULE - TECHNIQUES</title><summary type="text">Determine if You Will Capture Actual Effort Hours

A very early decision needs to be made as to whether you will capture actual effort hours on the schedule. For instance, let’s say you estimated an activity to have 40 hours of effort and ten days duration. It is easy to know when the activity is complete so you can compare estimated duration against actual duration. However, are you going to </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/6165675381895092519/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/build-schedule-techniques.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6165675381895092519'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/6165675381895092519'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/build-schedule-techniques.html' title='BUILD THE SCHEDULE - TECHNIQUES'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-4325081845064936409</id><published>2012-02-17T00:07:00.000-08:00</published><updated>2012-02-17T00:07:58.571-08:00</updated><title type='text'>DEVELOPING THE BUSINESS CASE-PART TWO</title><summary type="text">
Clients should also set a realistic and reasonable programme in the business case, which is likely to be attractive to the market place and attract competitive prices. The programme should identify all inter-dependencies as soon as possible so that the effects (delay or acceleration) can be identified immediately.



Clients should work on understanding risks, how to handle risks (including </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/4325081845064936409/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/developing-business-case-part-two.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4325081845064936409'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4325081845064936409'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/developing-business-case-part-two.html' title='DEVELOPING THE BUSINESS CASE-PART TWO'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-3225058036003627683</id><published>2012-02-08T04:22:00.000-08:00</published><updated>2012-02-17T22:01:58.931-08:00</updated><title type='text'>DEVELOPING THE BUSINESS CASE-PART ONE</title><summary type="text">
Clients of successful construction projects have a clear vision and delivery strategy from the outset. Clients need to identify the business requirements that a proposed project will&amp;nbsp;fulfill&amp;nbsp;and determine how the project sits within their overall business strategy. A clear vision for a project, which states the objectives and outcomes, is critical in justifying it in terms of </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/3225058036003627683/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/developing-business-case-part-one.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3225058036003627683'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3225058036003627683'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/developing-business-case-part-one.html' title='DEVELOPING THE BUSINESS CASE-PART ONE'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-4080788541670463448</id><published>2012-02-03T04:38:00.000-08:00</published><updated>2012-02-03T04:39:42.037-08:00</updated><title type='text'>DESIGN BRIEF</title><summary type="text">


How many times have you been in a position to fight with architects for the
scope of work or design brief?



Have a look at the following article!




&amp;nbsp;Dear Mr Architect,



Please design and build me a house. I am not quite sure of what I need, so
you should use your discretion. My house should have somewhere between two and
forty-five bedrooms. Just make sure the plans are such that </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/4080788541670463448/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/design-brief.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4080788541670463448'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4080788541670463448'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/02/design-brief.html' title='DESIGN BRIEF'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-5786566364143872076</id><published>2012-01-22T05:14:00.000-08:00</published><updated>2012-01-22T11:39:05.450-08:00</updated><title type='text'>PERFORMANCE BOND-BUT NOT JAMES BOND</title><summary type="text">
Performance bond will not do miracles as James Bond but it will really make your job and life less&amp;nbsp;stressful especially in the current financial problems all over the world. Last week I had several talks with contractors/vendors who were very eager to receive 100 % advance payment before ordering supplies but nobody wanted to hear about presenting performance bond ( I don&#39;t mention advance </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/5786566364143872076/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/performance-bond-but-not-james-bond.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/5786566364143872076'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/5786566364143872076'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/performance-bond-but-not-james-bond.html' title='PERFORMANCE BOND-BUT NOT JAMES BOND'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-722049146605041438</id><published>2012-01-17T07:12:00.000-08:00</published><updated>2012-01-17T07:12:55.890-08:00</updated><title type='text'>PM &amp;TEAM MEMBERS</title><summary type="text">Do you really manage your project?
http://www.youtube.com/watch?v=Vkd7JGl0-90

</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/722049146605041438/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/pm-members.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/722049146605041438'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/722049146605041438'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/pm-members.html' title='PM &amp;TEAM MEMBERS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-2547460171708086447</id><published>2012-01-11T07:15:00.000-08:00</published><updated>2012-01-11T07:15:10.758-08:00</updated><title type='text'>VALUE ENGINEERING DEFINITION AND CONCEPT</title><summary type="text">
An article about the origin of this term and
how different it is from Quantity Surveying


VALUE ENGINEERING CONCEPT





The concept evolved from the work of&amp;nbsp;Lawrence Miles&amp;nbsp;who,
in the 1940&#39;s was a purchase engineer with the&amp;nbsp;General Electric Company&amp;nbsp;(G.
E. C). At that time, manufacturing industry in the United States was running at
a maximum capacity to supply the allies </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/2547460171708086447/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/value-engineering-definition-and.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2547460171708086447'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2547460171708086447'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/value-engineering-definition-and.html' title='VALUE ENGINEERING DEFINITION AND CONCEPT'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-2194241857117638240</id><published>2012-01-06T22:56:00.000-08:00</published><updated>2012-01-06T22:56:17.535-08:00</updated><title type='text'>PMP CERTIFICATION HANDBOOK</title><summary type="text">For all interested in&amp;nbsp;pursuing PMP certification:&amp;nbsp;http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/2194241857117638240/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/pmp-certification-handbook.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2194241857117638240'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/2194241857117638240'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/pmp-certification-handbook.html' title='PMP CERTIFICATION HANDBOOK'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-5113044039535891738</id><published>2012-01-06T04:48:00.000-08:00</published><updated>2012-01-06T04:48:58.439-08:00</updated><title type='text'>RAPID DELIVERY AND REVISION OF PLANS</title><summary type="text">

A Happy New Year to all followers and readers of this blog. I hope it will be interesting for you to read the articles this year too. I will appreciate your comments and advises.



I want to start this year articles by using an article published in CE News on future of design and approval process which I think will reduce time frames of projects and number of claims send by contractors due to </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/5113044039535891738/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/rapid-delivery-and-revision-of-plans.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/5113044039535891738'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/5113044039535891738'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2012/01/rapid-delivery-and-revision-of-plans.html' title='RAPID DELIVERY AND REVISION OF PLANS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-1515755980053986811</id><published>2011-12-21T00:16:00.000-08:00</published><updated>2011-12-21T00:16:36.956-08:00</updated><title type='text'>PM&#39;S BEHAVIOR -PROJECT MANAGEMENT HINT</title><summary type="text">First, abandon the fast food order taking. Agreeing to everything does not work. Instead, ask questions until you unearth the acceptance criteria the executives will use to judge the project when it is done. The project team can not start work without it.

Asking these questions can irritate executives who don&#39;t know what they want. But the irritation is far less than what you will see after the </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/1515755980053986811/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/pms-behavior-project-management-hint.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/1515755980053986811'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/1515755980053986811'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/pms-behavior-project-management-hint.html' title='PM&#39;S BEHAVIOR -PROJECT MANAGEMENT HINT'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-4584935961400418762</id><published>2011-12-19T02:44:00.001-08:00</published><updated>2011-12-19T02:45:34.403-08:00</updated><title type='text'>MODERN TRENDS</title><summary type="text">As 2012 approaches, Microdesk, a leading provider of business and technology consulting services to help firms successfully plan, design, build and operate land and buildings, has announced its list of Architecture, Engineering, Construction &amp;amp; Operations (AECO) industry predictions and a resolution for the upcoming year at Autodesk University.&amp;nbsp;

Calling on their experience working </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/4584935961400418762/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/modern-trends.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4584935961400418762'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/4584935961400418762'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/modern-trends.html' title='MODERN TRENDS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-7844516411899341561</id><published>2011-12-18T23:07:00.000-08:00</published><updated>2011-12-18T23:07:21.225-08:00</updated><title type='text'>SCOPE CONTROL</title><summary type="text">Hope you had a great weekend. Watch this video on how to control project scope.

http://www.youtube.com/watch?v=DuthRT6j6i4</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/7844516411899341561/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/scope-control.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/7844516411899341561'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/7844516411899341561'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/scope-control.html' title='SCOPE CONTROL'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-3832533214958060709</id><published>2011-12-05T00:22:00.001-08:00</published><updated>2011-12-05T00:44:55.618-08:00</updated><title type='text'>PLANNING ESTIMATE-PROJECT MANAGEMENT HINT</title><summary type="text">
Last week I got angry with one of my customers who wanted me to give him an estimate for the office building in a concept design phase. Using the skills I have developed during my project management education I did this estimate with the accuracy adequate to the information available and also give the range in which the cost could be. And surprisingly the customer was not happy to hear this </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/3832533214958060709/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/planning-estimate-project-management.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3832533214958060709'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/3832533214958060709'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/planning-estimate-project-management.html' title='PLANNING ESTIMATE-PROJECT MANAGEMENT HINT'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-161545929924488543</id><published>2011-12-01T01:50:00.001-08:00</published><updated>2011-12-01T02:37:35.354-08:00</updated><title type='text'>CUMULATIVE IMPACT CLAIMS (LOSS OF PRODUCTIVITY)-PART3</title><summary type="text">
The Mechanical Contractors Association of America (MCAA) publishes an estimating manual that has several appendices dealing with productivity losses. Appendix A of the manual deals with overtime and the effects of working overtime on productivity and cost. Appendix B, titled &quot;Factors affecting productivity&quot;, lists 16 factors that can affect productivity, and provides a range for the percentage </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/161545929924488543/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/cumulative-impact-claims-loss-of.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/161545929924488543'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/161545929924488543'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/12/cumulative-impact-claims-loss-of.html' title='CUMULATIVE IMPACT CLAIMS (LOSS OF PRODUCTIVITY)-PART3'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-8518540376436779514</id><published>2011-11-24T04:49:00.001-08:00</published><updated>2011-11-24T04:51:32.217-08:00</updated><title type='text'>BRASINGTON&#39;S LAWS</title><summary type="text">Hope you&quot;ll like it!

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</summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/8518540376436779514/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/11/brasingtons-laws.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/8518540376436779514'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/8518540376436779514'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/11/brasingtons-laws.html' title='BRASINGTON&#39;S LAWS'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-304610381781096619.post-8564846661669690317</id><published>2011-11-24T00:17:00.001-08:00</published><updated>2011-11-24T02:14:55.876-08:00</updated><title type='text'>CUMULATIVE IMPACT CLAIMS (LOSS OF PRODUCTIVITY)-PART 2</title><summary type="text">
C. Measured mile approach

In comparison, the measured mile approach is an accepted form of impact cost analysis, that examines retrospectively what the project should have cost. This method involves a comparison of the productivity achieved by the contractor in an undisrupted &amp;nbsp;area of work with the contractor&#39;s productivity on a similar task during a disrupted work period. In most cases, </summary><link rel='replies' type='application/atom+xml' href='http://pmcmspot.blogspot.com/feeds/8564846661669690317/comments/default' title='Коментари за публикацията'/><link rel='replies' type='text/html' href='http://pmcmspot.blogspot.com/2011/11/cumulative-impact-claims-loss-of_24.html#comment-form' title='0 коментара'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/8564846661669690317'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/304610381781096619/posts/default/8564846661669690317'/><link rel='alternate' type='text/html' href='http://pmcmspot.blogspot.com/2011/11/cumulative-impact-claims-loss-of_24.html' title='CUMULATIVE IMPACT CLAIMS (LOSS OF PRODUCTIVITY)-PART 2'/><author><name>Р.Петров</name><uri>http://www.blogger.com/profile/04129422775442314630</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='24' height='32' src='//blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQehQxrMLSMVzm2vtNzNC0NnMFWzasc8IDns8filYGgsLco5WJ9-D6Txv3uiHYqoRchmKXBZSyUunkA8WhbN8B5XeQddXsNdv8rcowLtlNO1ZBj7uCchwLrbPopHJKrg/s220/Photo0084.jpg'/></author><thr:total>0</thr:total></entry></feed>