Have you ever found yourself in a dispute with a client or subcontractor on a project and unable to produce documents to support your claims, simply because they were never properly completed or filed? Being in this position can cost contractors thousands of dollars and time lost to complete extra work, all because they didnât document their position clearly.
We have recently been busy working with one of valued clients,Civil Contractors Pty Ltd, to put together a case study of their business background and experience using IPM Project Management.
When I was younger IÂ used to do puzzles with my dad. One of the most hilarious things I remember him saying about puzzle making was to try the piece in a spot one way first, then twist it around to see if it fits another way, and if it still didnât fit, ram it in with a mallet.
One of the best ways to keep track of time and money on a project is to forecast, and forecast often. Continually updating and adjusting your forecast figures throughout a project gives you a solid understanding of what is needed to finish the job and can help you adjust your budget and schedules if necessary. Identifying any problems early on can also help save you time and money.
We are very pleased to unveil our new lookÂ IPM tutorial video page, which we hope gives you an easy to use one stop shop for all the IPM tutorial videos we have created. The videos have been designed to show you how each individual section of IPM works step by step, and we hope they will be useful to help you get the most out of your IPM product. And you never know, you may discover functionality you didnât know existed!
The July/August 2010 edition of CFMAâs âBuilding Profitsâ magazine focussed on IT Solutions, and featured an interestingÂ article by Fred J. Ode onÂ how to avoid new software implementations failing. In it, he argues that end users are the key to success of any new software implementation, and we couldnât agree more.
IPM Global is very pleased to announce that we have passed the Microsoft technical platform certification for IPM Project Management â âISV Tested and Certifiedâ.Â But what does this really mean, many people ask â it essentially means peace of mind for our Channel Partners and End Users.Â This technical test means that we have developed our application using best practice developmentÂ methods and that you can be confident that the product is solid and not âflakeyâ.Â Microsoft have some very specific rules about how applications should interact with their platform.Â These rules mean that we just canât take shortcuts to get the job done, but instead we need to put in the hard yards to get it done properly so that the integrity of the platform (and therefore the application) are not compromised.
One of the most unusual aspects of our IPM development is the componentised approach provided by the Dynamics environment.Â Â We find we can develop sophisticated new functionality without risking our existing components because every document stands alone.Â This is one of the most difficult adjustments I have had to make as the architect of our product set.Â Each time we add a new feature the approach to QA is completely different to development work we were doing 10 years ago.Â In those days, a change in one part of the application could easily impact a number of different parts of the application.Â In the Microsoft Dynamics xRM environment, this is not the case.
The IPM Global team have just finished writing a new paper titled Practical Approach to Choosing a Construction Industry Integrated Solution. Today’s blog is the an excert from the paper and if you like it you can download it using the link below. Happy Reading!
The project game is quite a complex and risky one.Â Everything revolves around business processes, from approvals,to meeting follow-ups, risk management, change management (variation) control, the list goes on…….Â Typically, many of these processes are managed in one way or another, often externally via a spreadsheet, or an Outlook reminder, or quite frankly a piece of paper on the Project Managerâs desk.Â And of course because every business, in fact every job, can be different, why should the software author be the one to determine what path a process should follow?