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  • Here is what causes construction project rework and a tool to help you fix it

    According to the Construction Industry Institute (CII), field rework adds 10 per cent to construction-phase costs on major projects. 

    In an effort to keep projects on time and on budget, the Construction Owners Association of Alberta (COAA) created a free project rework reduction tool that tracks a project’s potential rework pitfalls and provides solutions.

    Rework has been on COAA’s radar for almost 20 years, with a targeted subcommittee initiating research on how to reduce rework in 1998.

    Through surveys and consulting the CII’s database, COAA determined that the main causes of project rework are engineering and reviews (such as late design and poor document control), construction planning and scheduling (e.g., late owner input, unrealistic schedules), leadership and communications (e.g., poor communication, lack of safety), material and equipment supply issues (such as untimely deliveries or non-compliance with specification), and human resource capability (e.g., insufficient skill levels, excessive overtime).

  • Better upfront planning could result in significant savings on oilsands project costs: survey

    With ample oil supplies leading to longer-term lower prices, getting oilsands supply costs down is job number one across all sectors of the industry. 

    New engineering designs, technologies and business models are all being tested to make oilsands production competitive on the global market.

    But another area with great potential to save costs is in project management. A study released by the Alberta Projects Improvement Network (APIN) in late 2016 shows using project management processes like stage-gating and advanced work packaging could result in major savings in capital costs in developing oilsands projects. Read more of the original article here

     

     

     

  • Strategic Value Chain Leadership and the Five Shifts

    Great changes are afoot in the supply chain management (SCM) world. As a profession, SCM emerged over twenty years ago in the 1990s when the fields of procurement and logistics integrated. Now we are on the doorstep of an even more powerful set of integrative and evolutionary shifts. We call these the “five shifts”. The five shifts are not independent, but highly inter-related and inter-connected – a network of transformative changes in thinking, processes, and skills that are destined to create a bold new future for those supply chain managers willing to progress to the next level.

    This white paper explores and outlines the five shifts, relates them to three stages of supply chain professionalism as one progresses from manager to director to executive, and then suggests some key training areas for future professional development.

  • COAA Workforce Development Best Practices

    The COAA Workforce Development committee members work toward a vision where Alberta's construction industry has access to a workforce with the right mix of skills at the right time and in the right numbers. They are leading the way when it comes to strategic thinking about Alberta's future workforces, as well as ensuring there are opportunities and respect for all Albertans within the construction industry.

  • COAA Best Practice: Module Assembly


    A guideline to assist all module stakeholders in developing their own project-specific module assembly plan. This tool outlines a number of key principles that should be adopted for all module assembly projects.

  • Special Report: The new project era: Aligning capital costs with new market realities

    Working with its APIN partners COAA and GO Productivity, JWN conducted a comprehensive review of research into the factors that contribute to poor project delivery in Alberta, as well as a number of the solutions that have been identified.

  • UofC Report on Improving Construction Productivity in Oil & Gas Capital Projects

     

    This paper describes the findings of an ongoing research project at the UofC that outlines the most critical aspects that can improve productivity in the delivery of oil and gas construction projects in Alberta.

    Download here:

  • JWN Service & Supply Industry Outlook

    A complete market outlook including information on how service and supply companies are adapting to the low oil environment; current challenges and opportunities; short- and long-term strategies to survive and thrive; and an industry forecast on what 2016 and beyond has in store for the sector.

  • Events

    Building a culture of recognition requires careful cultivation of the link between behaviour and outcome as well as awareness of the importance of recognizing employees regularly. This makes the tie to performance that much more transparent for employees.

    Issues covered in this Speaker Series include:

    - Which are the most effective recognition programs or practices that companies are currently using to promote employee recognition?
    - Which recognition vehicles have employers started, or stopped, using?
    - Insights into the greatest enablers of successful recognition programs.
    - How can companies measure or quantify recognition outcomes?
    - What are the main obstacles to program success?

    Please join us for an informative Speaker Series reception.

     


    Time

    3:00pm - 3:45pm - Guest Arrival & Networking 
    3:45pm - 3:50pm - Welcome - Donovan Volk, VP Sales & Marketing, JWN
    3:50pm - 4:25pm  - Speaker Presentations: 
                                      Gary Beckstrand, Vice President, O.C. Tanner Institute
                                      Neil Shastri, Leader—Global Insights & Innovation, Aon Hewitt
    4:25pm – 4:35pm - Q&A - Donovan Volk, VP Sales & Marketing, JWN
    4:35pm – 4:40pm - Closing remarks - Donovan Volk, VP Sales & Marketing, JWN
    4:40pm – 5:30pm – Networking