Accepted Programme

Managing Risk Of Delay – Earned Value Management (Part 5)

April 16, 2011 By George T McLaughlin PMP CCM

This post is the fifth in a series of discussions regarding various aspects of time management. More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program / project management. This post addresses some ideas regarding preparation and maintenance of time management related to overall bulk progress. Some might refer to this as Earned Value Management.

The challenge associated with managing all (critical and non-critical path) work is common to virtually all Lump Sum Turn Key (LSTK), Engineer Procure Construct (EPC) and other similarly executed projects. In addition to the normal issues associated with bulk progress, actions or inactions by the owner can add considerable complexity to this challenge. Owner/Employer delays can be masked among the myriad of activities that are the responsibility of other (than the Owner/Employer) stakeholders. Even when detected or disclosed, these variances to plan are often dismissed as simply consuming available float. Hence, the Owner/Employer (or other stakeholder) may rationalize these variations as having no impact. Of course, the reality is that these sorts of departures may (or may not) add risk or disruption to the project execution. Further, they may delay forecasted completion. The managerial challenge becomes detection, assessment and quantification (should it be appropriate to compensate the contractor for the impacts). [Read more…]

Filed Under: Projects Tagged With: AACE International, Accepted Programme, As-Planned Schedule, Change Order Impact, Change Orders, Changed Work, Construction Contract Delay, Construction Contract Notice, Construction Contract Planning and Scheduling, Construction Disputes, Contract Change, Delay, Disruption, Field Labor Productivity, Impact, Impact Factors, Large and Complex Projects, Productivity, Project Execution Plan, Project Execution Planning, Time Management, Time Management Strategy

Managing Risk Of Delay – Schedule Preparation and Maintenance (Part 4)

April 11, 2011 By George T McLaughlin PMP CCM

This post is the fourth in a series of discussions regarding various aspects of time management. More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program / project management. This post addresses some ideas regarding preparation and maintenance of the time management baseline. Some might refer to this baseline and As-Planned Schedule or Approved Programme.

When the subject of time management in larger and more complex projects is discussed, a common observation is that the industry lacks adequate structure and standards. The notion can be expressed as frustration with the lack of some grand rules or laws that somehow reduce managerial challenges to simple procedures for widespread adherence.

Perhaps I will queue up the subject with a LinkedIn discussion skillfully initiated by L.H. Chin. Mr. Chin is the source of frequent thoughtful discussions regarding contract-related risks and challenges in planning and managing large and complex projects. Mr. Chin poses this challenge [Contract Risks Management Group – Construction Industry] [Read more…]

Filed Under: Projects Tagged With: Accepted Programme, As-Planned Schedule, Construction Contract Claims, Construction Contract Planning and Scheduling, Delay, Project Execution Plan, Project Execution Planning, Schedule Specification, Time Management, Time Management Strategy

Managing Risk Of Delay – As-Planned Schedule / Accepted Programme (Part 3)

April 5, 2011 By George T McLaughlin PMP CCM

This post is the third in a series of discussions regarding various aspects of time management. More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program / project management. This post addresses some ideas regarding the time management baseline.

Introduction

A Critical Path Management (CPM) plan and schedule (programme) is one of the most fundamental managerial tools used in professional project management. It reflects (hopefully) the intention of the lead or prime contractor regarding project execution. Further, it reflects (again, hopefully) the intentions of all key stakeholders, including the owner (owner, developer, employer).

Ideally, this meeting of the managerial minds can be achieved and documented through a schedule approval process. Again ideally, the detailed schedule would be developed in a timely fashion and submitted to the owner. Once revisions and improvements have been achieved, the owner would approve this tool. Once approved, this baseline schedule would form the as-planned schedule (or accepted programme, as termed in United Kingdom). [Read more…]

Managing Risk Of Delay – Earned Value Management (Part 5)

Managing Risk Of Delay – Schedule Preparation and Maintenance (Part 4)

Managing Risk Of Delay – As-Planned Schedule / Accepted Programme (Part 3)

Introduction

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