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TIME MANAGEMENT – Schedule Specification Implementation (Part 1)

August 3, 2011 By

This Subject Series will address the sources and implementation of a contract schedule specification.  The Subject Series structure will be multiple parts and be a logical extension of the series titled MANAGING RISK OF DELAY.

The overview of this series is:

The challenge associated with managing time is common to virtually all projects.  This challenge is true for most project management situations.  It is intensified in the case of larger and more complex projects.  Examples include 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 [employer], notice requirements, owner-furnished (free issue) equipment and others can add considerable complexity to this challenge. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Planning Lessons Learned (Part 7)

July 30, 2011 By

Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the sources of most project success and failure outcomes.  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.

As part of the planning process, a review of relevant lessons learned can be instructive as well as a “sanity check” or completeness evaluation regarding the adequacy and comprehensive nature of your Project Management Plan.

This post continues the focus on issues in planning and problems that have their source or root cause in planning. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Planning Issues (Part 6)

July 25, 2011 By

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.  There is value in the planning process and value in implementing a well documented plan.  This was discussed in the prior post in this Subject Series.

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.

This and several following posts focus on issues in planning and problems that have their source or root cause in planning. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Management Plan (Part 5)

July 20, 2011 By

This post is the fifth in a series of discussions regarding current challenges being encountered in today’s project management.  More specifically, we have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to focus heavily on the managerial aspects of program / project management.  This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles].  The last post (Part 4) addressed the project planning process.

Authoritative information and guidance regarding project management comes from many sources.  A few that may be obvious include:

In order to frame and organize this topic, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Many discussion groups and forums can be helpful.  These include AACE, PMI, LinkedIn and others. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Planning Process (Part 4)

July 15, 2011 By

This post is the fourth in a series of discussions regarding current challenges being encountered in today’s project management.  More specifically, we have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to focus heavily on the managerial aspects of program / project management.  This post addresses the project planning process.  This is a crucial challenge and the importance of this process cannot be overstated.

Authoritative information and guidance regarding project management comes from many sources.  A few that may be obvious include:

In order to frame and organize this topic, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Many discussion groups and forums can be helpful.  These include AACE, PMI, LinkedIn and others. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , ,

MANAGING RISK OF DELAY – Schedule Specification Sources and Implementation (Part 8)

July 11, 2011 By

This post is the eighth in a series of discussions regarding various aspects of time management as it relates to the risk of delay.  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 implementing and using a schedule specification as a managerial tool.

The challenge associated with managing time is common to virtually all projects.  This challenge is true for most project management situations.  It is intensified in the case of larger and more complex projects.  Examples include 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.  Over the past seven years, M&M has program/project managed five projects exceeding $100 million (USD) in investment value (total installed cost).  Thus, practical/practioner experience is engendered in this discussion/post. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Initiation Lessons Learned (Part 3)

July 5, 2011 By

This Lessons Learned in Project Initiation post is the third in a series of discussions regarding current challenges being encountered in today’s project management world.  We have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to 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.

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. [Read more…]

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PROJECT MANAGEMENT CHALLENGES – Project Initiation (Part 2)

June 29, 2011 By

This post is the second in a series of discussions regarding current challenges being encountered in today’s project management.  More specifically, we have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to 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.

Authoritative information and guidance regarding project management comes from many sources.  A few that may be obvious include:

In order to frame and organize this topic, we will use the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Many discussion groups and forums can be helpful.  These include AACE, PMI, LinkedIn and others. [Read more…]

Filed Under: Featured, General, Projects Tagged With: , , , , , , , , ,

PROJECT MANAGEMENT CHALLENGES – Introduction (Part 1)

June 25, 2011 By

This post is the first in a series of discussions regarding challenges being encountered in current project management.  More specifically, we have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to focus heavily on the managerial aspects of program / 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.

Authoritative information and guidance regarding project management comes from many sources.  A few that may be obvious include:

In order to frame and organize this topic, we will use the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Many discussion groups and forums can be helpful.  These include AACE, PMI, LinkedIn and others.

Some blogs (other than this one) provide useful information.  Consider:

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WORKER PRODUCTIVITY – Watch How the People Work

June 7, 2011 By

This is the eight posting regarding labor productivity and disruption.  This contribution provides some practical suggestions for the manager in the field.  The Subject Series can be viewed here.

Isn’t it always the obvious that gets us in trouble?  It doesn’t seem to make much difference what area of life you talk about, the aspects that are obvious are most often those that we assume will take care of themselves and we skip over as we develop our plans.  Considering the area of worker productivity, everyone knows how the work gets done.  Right?  Well, it is quite obvious.  You just pick up the material and put it in place.  After all, how can there be anything different about doing the work?  Get the material to the job site, hire craft workers, provide drawings and the project will miraculously get built.

 

When thinking about various construction sites, even in the US, several differences in the manner in which the exact same work is accomplished in various locations are revealed.  In order to properly plan and organize construction activities, the way people work in the specific location under consideration must be understood and incorporated.  For example, is it better for productivity for each pipefitter welder to have an assigned stand-alone welding machine?  Or possibly, the welder should use a welding machine located in an eight-pack of welders.  That question could be strictly a planning matter, or it could be related to the site location and area practice.  If one approach is better than the other for the project, area practice may need to be addressed and modified in some way for improved productivity to be realized. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , ,
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