I am looking for guidelines for managing a construction project which
its delivery is accelerated. Also note the following:
Work force had to be increased.
Project is financially tight.
Heavy penalities for late delivery.

What are the 'good practice' guidelines for managing such a project?
What are the potential problems and how to deal with them?
What is the best planning and control system for this project?

Please, make sure that you reference your answer. A list of web sites
that cover this subject is also needed.

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Clarification of Question by strongdave-ga on 16 Oct 2005 02:18 PDT

myoarin,

I think Google has researchers with appropriate experience. I am not
directly involved in the situations to seek expert help, and that is
why I didn't give details in the question; all I wanted is general
guidelines for such situations. Thanks for the advice anyway.

Strongdave,
Without wanting to cause personal offense, if the situation is as
indicated, especially "heavy penalties for late delivery", may I
suggest that you might want to consider finding a trouble-shooter with
appropriate experience rather than the information that you have
requested.
As said, no offense intended, and you have asked to the right
questions, but if big money is at stake, this could be an alternative.
Respectfully, Myoarin

Strongdave,
Fair enough.  I think it was Abe Lincoln who said that a truly polite
person thanks for advice even when he knows it is wrong.  Mine was,
you did.
Myoarin

Another one from the 'peanut gallery'

I'm not involved in the construction industry, but I have friends who are.

Some of what they have told me makes my blood run cold.

In the UK things like large housing projects are 'run' by a main
contractor, but just about everything is sub-contracted out to subbies
who then sub it out again.

The main contractor is subject to penalties, but passes those down the
line, so he (Ltd or PLC) is pretty much protected.

As a result (so I've been told) it is not uncommon for the plasterers
to start work before the electricians and to have painters, tilers,
plumbers and painters working simultaneously in one bathroom (of say
100).

According to one very experienced guy (main contractor) the only way a
project like that works is when the guys at the bottom (who are
normally self employed) appoint a foreman/site manager to coordinate
things.

The problem is that 'getting the work' and 'doing the work' require
entirely different skill sets. Due to vertical disintegration (or
outsourcing) there is very little established 'command structure'.
There is continuity, but it is normally close to the bottom level.

I assume that you are trying to build a form of dossier to demonstrate
the error of their ways to a friend or relative (or probably both).

It will be very interesting seeing what turns up.

Pleading and groveling may help. Beg for more time before the heavy
penalties kick in. Claim you are depressed and may give up. Tell them
what frde said. Excessive hurry can produce horrible side effects.
Your alternative is to barrow money, forget making a profit, and hire
more sub contractors to get things like framing, roof, plumbing done
so finishers and paiters can start their part of the tasks.   Neil