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P R O F I L E
Project management 11.0 Make project management a cornerstone of the way your firm does business, and win more work in a competitive market.
By RICHARD MASSEY Managing Editor
Keystones of the program include: ❚ ❚ Lessons Learned, where PMs can share experiences across U.S. and international markets, and across disciplines ❚ ❚ Four to six seminars annually for information shar- ing and solutions across markets and disciplines ❚ ❚ Continual update and upgrade of database ❚ ❚ HR-Hill University Training Program for certifica- tion and promotion of Hill PMs ❚ ❚ PM satellite offices across the world ❚ ❚ Transparency between firm and client, best practices ❚ ❚ Client management, culture of the client ❚ ❚ Environment of the project, environment of the market ❚ ❚ Team management Hill International is confident enough in its proj- ect management program to use it in the bidding process. Setting up project systems and tools. Reviewing contracts. Preparing RFPs for early See HILL INTERNATIONAL, page 4
A work in progress since 2005, the Technical Core Team Global program by Hill Interna- tional (Hot Firm # 31 for 2016) has evolved into one of the world’s premier systems for project man- agement. Conceived in Dubai before the global eco- nomic slump, the goal of TCT is to deploy a PM team within the first week of signing a contract. “That is one thing we do better than other companies. The client doesn’t wait to see action on the ground. The client is comfortable with the first-month deliverable.” “That is one thing we do better than other compa- nies,” says Akram Ogaily, senior VP and director of TCT Global. “The client doesn’t wait to see action on the ground. The client is comfortable with the first-month deliverable.”
Akram Ogaily, Director of TCT Global, Hill Interna- tional
THE ZWEIG LETTER December 19, 2016, ISSUE 1180
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