Earned Value Management

MANAGING RISK OF DELAY – Managing Contractor Schedules (Part 13)

September 28, 2013 By George T McLaughlin PMP CCM

This McLaughlin & McLaughlin post is the thirteenth (13^th) in a series of discussions regarding various aspects of time management as it relates to the risk of delay. This post addresses managerial considerations for dealing with schedules prepared by contractors and submitted to owners or their agents (construction managers, managing contractors, advisors, etc.).

Recently, Mr. Chris Carson authored an excellent article titled “Dealing with Contractors Schedules That Cannot be Approved.” This fine article was published in COST Engineering(September/October 2013).

This article contains excellent advice for project teams regarding schedule management.

Mr. Carson’s article is, in reality two articles in one. While Mr. Carson’s article presents a methodology for problematic situations (which he calls DSAB), the preamble and initial discussion for this article is highly useful and applicable to project management teams as they address the frontend of project planning and execution. This post summarizes the sage advice provided by Mr. Carson regarding frontend project management challenges as they relate to scheduling and time management. [Read more…]

Filed Under: Claims, Featured, Projects, Uncategorized Tagged With: AACE International, Best Practice, Best Practices, Construction Contract Claim, Construction Contract Planning, Construction Contract Planning and Scheduling, Contractor Schedules, Delay, Earned Value Management, George T. McLaughlin PMP, Managing risk of delay, Productivity Management, Progress Reporting, Project Execution Plan, Project Execution Planning, Risk of Delay, Schedule Update, Time Management, Time Management Strategy, www.mclaughlinandmclaughlin.com

PROJECT PLANNING (Part 4)

February 15, 2013 By George T McLaughlin PMP CCM

Summary of Posts

This summary update provides readers with an overview of prior posts regarding Project Planning and provides a baseline for future posts that will follow on a timely basis.

There are two applicable Subject Series. One Subject Series, PROJECT MANAGEMENT CHALLENGES was posted during June through September 2011. Since that time, blog readership has increased very significantly.

The other Subject Series, PROJECT PLANNING was started in late 2012. This Subject Series is ongoing and new posts will occur in the upcoming weeks and months. Readers are encouraged to subscribe to automatic update notification.

This summary is very brief and simply serves as an index for readers to follow. Of course, detailed descriptions are contained in the individual posts.

Ideally these Subject Series provide a starting point to investigate best practice on many planning and execution features of project management. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Project Planning, Projects Tagged With: Best Practice, Best Practices, Construction Contract Planning and Scheduling, Earned Value Management, Forecasting, George T. McLaughlin PMP, GSA Construction Claims, McLaughlin & McLaughlin, Notice of Recognition, PMBOK, Productivity Management, Progress, Progress Assessment, Project Execution Plan, Project Execution Planning, Project Management Institute (PMI), Project Management Plan, Project Planning, Recognition, Schedule Specifications, Stakeholder Management, Stakeholders Management, www.mclaughlinandmclaughlin.com

PROJECT PLANNING – Managerial Challenges (Part 3)

January 8, 2013 By George T McLaughlin PMP CCM

PROJECT PLANNING – Managerial Challenges(Part 3)

Project Initiation – Contractor

This post is the third in a series of discussions regarding managerial challenges in project management situations. In this series, we focus heavily on the managerial aspects of program / project planning and management. This post addresses the starting point or initiation of the project. Part 2 discussed Project Initiation in general. This post [Part 3] addresses considerations that are unique to contractors.

Owners often view contractors as a homogenous group or homogenous within the contractor’s own organization. This perception is not correct, at least for contractors of any size or diversity.

Why does the same contractor behave differently on one job relative to another? Why does a contractor bid differently relative to past practices or experiences? Why is the contractor’s price so high on this bid when it was so low on another bid? We expected the contractor to be competitive and they are not. Another scenario, we expected the contractor to not be competitive; but, they have the best proposal and bid. There are many potential reasons. The answer may reside in the project initiation process.

PROJECT PLANNING – Managerial Challenges (Part 2)

December 29, 2012 By George T McLaughlin PMP CCM

Project Initiation

This post is the second in a series of discussions regarding managerial challenges in current project management situations. In this series, we focus heavily on the managerial aspects of program / project management. This post addresses the starting point or initiation of the project. This is a crucial challenge.

In a recent consulting assignment, M&M encountered a highly respected client using a phrase that is something like “Building the right project in the right manner.” While this is paraphrased, the notion is clear. But, what could they mean “Building the right project…?” Why would an organization devote time and investment money to building the wrong project? The answer typically resides in the Project Initiation process. Inadequate attention and alignment regarding such items as the project objectives and scope of work [also known as the Project Scope Statement] can lead to a misguided start (and sadly sometimes, finish) of the wrong project. Project Initiation is the essential foundation.

PROJECT PLANNING – Managerial Considerations (Part 1)

December 20, 2012 By George T McLaughlin PMP CCM

Introduction

After a long period [since March 2012] of inactivity, McLaughlin and McLaughlin is pleased to resume posting activity in this blog. Project Professionals is intended to offer advice and tips regarding various aspects of Program and Project Management. For a statement of blog Objectives and Goals, please follow this link.

During this inactive period, M&M has been performing two time-consuming assignments. One is program management support work on large Canadian oil sands investment/expansion program. The second is a construction claim on an international power plant project.

In considering the general topic of project planning, consider the following question. Why do so many projects experience serious negative issues, if not failure, when project planning has been pursued? Often the answer is that the plans are defective or ignored. Alignment, implementation and updating are essential features. Good quality plans must be developed and implemented. Often, this is not the case.

[Continued] [Read more…]

Filed Under: Claims, Featured, General, Projects, Uncategorized Tagged With: Best Practices, Chartered Institute of Building (CIOB), Doctor Harold Kerzner, Earned Value Management, McLaughlin & McLaughlin, PMBOK, Preliminary Project Scope Statement, Project Charter, Project Execution Plan, Project Execution Planning, Project Initiation, Project Management Institute (PMI), Project Planning, Project Sponsor, US Army Corps of Engineers (USACE), www.mclaughlinandmclaughlin.com

PROJECT PROFESSIONALS POSTING RESUMPTION

December 16, 2012 By George T McLaughlin PMP CCM

McLaughlin and McLaughlin [M&M] is pleased to announce that they will resume postings at their blog, Project Professionals. Since March 2012, M&M has been heavily involved with several large assignments [Canadian Oilsands program management support and construction claim regarding an international power plant project]. Now that workload permits, new blog postings will be offered.

M&M wishes to remind followers (new and ongoing) that there are many offerings at the Project Professional site. They are organized by what we call Subject Series.

These Subject Series are:

Managing Risk of Delay [15 posts]
Contract Notice and Recognition [4 posts]
Productivity [18 posts]
Schedule Validation and Audits [3 posts]
Staffing Your Project Management Team [8 posts]
Project Management Challenges [11 posts]
Time Management – Schedule Specification Implementation [6 posts]
Ways of Working [1 post]

M&M will resume new posts with a Subject Series titled Success through Project Planning. This Subject Series will focus on methodologies, process, sequencing, synchronization and other managerial considerations.

We hope that you will find these existing and new posts informative and relevant.

May we wish you the best of luck and let us all attempt to confront and deal with Project Management Challenges. It is crucial that recognition and anticipation of these issues occur during initiation and planning. However, the recognition and management should continue through execution, controlling and closeout.

Please note that McLaughlin and McLaughlin [M&M] is not a law firm and is not intending to provide legal advice. M&M is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support. The Resource Center is for the convenience of blog visitors and M&M does not offer this for commercial purposes. For further information on M&M services, please see www.McLaughlinandMcLaughlin.com.

Filed Under: Featured, General, Productivity, Projects Tagged With: Best Practice, Construction Contract Claims, Construction Contract Planning and Scheduling, Earned Value Management, Forecasting, George T. McLaughlin PMP, McLaughlin & McLaughlin, Notice of Recognition, PMBOK, Productivity Management, Progress, Progress Assessment, Project Execution Plan, Project Execution Planning, Project Initiation, Project Management Institute (PMI), Project Planning, Recognition, Schedule Specifications, Stakeholders, Stakeholders Management

WAYS OF WORKING – Subject Series Summary

November 20, 2011 By George T McLaughlin PMP CCM

This is McLaughlin and McLaughlin’s Project Professional’s first Subject Series Summary regarding Ways of Working. Ways of Working aggregates a collection of topics that may be helpful to program and project managers. This summary update provides an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.

The topics include:

This summary is very brief and simply serves as an index for readers to follow. Of course, detailed descriptions are contained in the individual posts. The Subject Series page may also be helpful. It contains links to several popular series that consist of multiple posts that build upon earlier discussions.

Ideally this Subject Series provides a starting point to investigate best practice on many topics of interest or features of project management. If you have a suggested topic, please feel free to contact us and let us know. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: Best Practice, Construction Contract Claims, Construction Contract Planning and Scheduling, Delay, E-Mails, Earned Value Management, Forecasting, Free Issue Material, George T. McLaughlin PMP, McLaughlin & McLaughlin, Notice of Recognition, Owner Furnished Equipment, Owner Supplied Equipment, Productivity Management, Progress, Progress Assessment, Project Communications, Project Documentation, Project Execution Plan, Project Execution Planning, Recognition, Schedule Specification, Schedule validations and audits, Time Management, Time Management Strategy, webcams, www.mclaughlinandmclaughlin.com

PROJECT MANAGEMENT CHALLENGES– Subject Series Summary

November 14, 2011 By George T McLaughlin PMP CCM

This summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis. A Subject Series Summary has not been posted in the past. This Subject Series, PROJECT MANAGEMENT CHALLENGES was posted during June through September 2011. Since that time, blog readership has increased significantly.

This summary is very brief and simply serves as an index for readers to follow. More robust summaries are provided in the June summary. Of course, detailed descriptions are contained in the individual posts.

Ideally this Subject Series provides a starting point to investigate best practice on many planning and execution features of project management.

Introduction (Part 1) – This post is the first in a series of discussions regarding challenges being encountered in current project management. This post introduces the topic and sets the framework for ongoing posts on individual challenges. This series is intended to draw upon many sources within the project management discipline or profession.

Project Initiation (Part 2) – This post addresses the starting point or initiation of the project. This is a crucial challenge. The initiation process (getting started formally) requires two processes and deliverables/outputs (see PMBOK^®and Kerzner). Both processes are discussed.

Project Initiation Lessons Learned (Part 3) – This post addresses the starting point or initiation of the project. The study of lessons learned creates relevance and importance in (sometimes) abstract concepts. It answers queries regarding the practical side of the issue. There is a famous quote out there that talks about those that refuse to study history. It is suggested that you avoid reliving the mistakes experienced by others.

Project Planning Process (Part 4) – This post addresses the project planning process. This is a crucial challenge and the importance of this process cannot be overstated. A logical and often asked question is along the lines of “Why plan?” as it can be complicated, time-consuming and aggravating. There are several key benefits to planning. These benefits are discussed.

Project Management Plan (Part 5) – This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles]. The Project Management Plan can consist of several pages of information and direction or a bookshelf full of many volumes of documents. These many volumes can have a hierarchical structure. PMBOK^®provides guidance regarding this deliverable/work product. The Project Management Plan is also known as Project Execution Plan, Project Plan, and other similar titles.

Project Planning Issues (Part 6) – Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the source of most project success and failure outcomes. While project planning is one of the most fundamental skill sets in project management, the requisite processes and actions are not well developed or successfully implemented.

Project Planning Lessons Learned (Part 7) – Learning from the experiences of others is an effective method for skill set development. Many organizations that use project management on an ongoing basis close out projects with a compilation of “lessons learned.” These firms have found value in studying the issues that have emerged in the past.

Project Planning Lessons Learned STAKEHOLDER MANAGEMENT (Part 8) – This post continues the focus on issues in planning and problems that have their source or root cause in planning. The subject is Stakeholder Management. The use of team and stakeholder workshops can be an effective mechanism for aligning, selling and implementing the Project Management Plan. Obtain an audience with all stakeholders. Start with the Project Sponsor. Sell the Project Management Plan in detail.

Project Planning Lessons Learned RESOURCE REQUIREMENTS (Part 9) – This post continues the focus on issues in planning and problems that have their source or root cause in planning. The subject is Resource Requirements. In this regard, the post will focus on human resources or staffing. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: Best Practice, Construction Contract Claims, Construction Contract Planning and Scheduling, Earned Value Management, Forecasting, George T. McLaughlin PMP, McLaughlin & McLaughlin, Notice of Recognition, PMBOK, Productivity Management, Progress, Progress Assessment, Project Execution Plan, Project Execution Planning, Project Initiation, Project Management Institute (PMI), Project Planning, Recognition, Schedule Specification, Stakeholder Management, Stakeholders, www.mclaughlinandmclaughlin.com

MANAGING RISK OF DELAY – Subject Series Summary Update

November 10, 2011 By George T McLaughlin PMP CCM

This summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis. The last summary was posted on June 12, 2011

Ideally this summary provides a starting point to investigate best practice on many delay-related features of project management.

The Context and Challenge (Part 1) – Talk/Speech by Mr. Keith Pickavance

Time-Management Strategy (Part 2) – Strategy according to CIOB Guide

As-Planned Schedule / Accepted Programme (Part 3) – Establishing the Time Management Baseline

Schedule Preparation and Maintenance (Part 4) – Managing the Time Baseline

Earned Value Management (Part 5) – Importance and Management of the Time Baseline Tool

Critical Path and Earned Value Management (Part 6) – Managing with Critical Path, Earned Value Management and Productivity Tools

Earned Value and Schedule Performance Indicators (Part 7) – Time Management Tools

Schedule Specification Sources and Implementation (Part 8) – Managerial Tools with sources

Recognition and Notice (Part 9) – Managerial Alerting and Action Tools

Going forward, we will post other features of MANAGING THE RISK OF DELAY. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: Best Practice, Construction Contract Claims, Construction Contract Planning and Scheduling, Delay, Earned Value Management, George T. McLaughlin PMP, Managing risk of delay, McLaughlin & McLaughlin, Productivity Management, Project, Project Execution Planning, Risk of Delay, Schedule Specification, Time Management, Time Management Strategy, www.mclaughlinandmclaughlin.com

MANAGING RISK OF DELAY – Forecasting and Management (Part 12)

September 30, 2011 By George T McLaughlin PMP CCM

This post is the twelfth in a series of discussions regarding various aspects of time management as it relates to the risk of delay. This post addresses the managerial aspects of forecasting related to time management.

Planning for and implementing (time-related as opposed to cost-related) forecasting is, perhaps, one of the most important aspects of Time Management and, consequently, Managing Risk of Delay. As with progress assessment, timely (early) detection of trends (positive and negative) allows timely managerial action. Timeliness of action has a heavy influence over the effectiveness of Time Management. In project work, it is imperative that one finds problems quickly and fixes these problems rapidly. In order to implement timely action, professional and realistic time forecasting is required.

The challenge associated with managing time is intensified in the case of larger and more complex projects as well as fast-track and high technology projects. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: Best Practice, Best Practices, Construction Contract Claims, Construction Contract Planning and Scheduling, Earned Value Management, George T. McLaughlin PMP, Managing risk of delay, McLaughlin & McLaughlin, Productivity Management, Project Execution Plan, Project Execution Planning, Risk of Delay, Schedule Update, Time Management, Time Management Strategy

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