Project Execution Planning

MANAGING RISK OF DELAY – Earned Value and Schedule Performance Indicators (Part 7)

May 22, 2011 By George T McLaughlin PMP CCM

This post is the seventh 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 [Subject Series], since we focus heavily on the managerial aspects of program / project management. This post addresses some managerial tools relative to the integrated nature of time management using critical path and earned value management.

The challenge associated with managing all (critical and non-critical path) work 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…]

Filed Under: Claims, Featured, General, Projects Tagged With: Construction Claims, Construction Contract Claims, Construction Contract Delay, Construction Contract Planning and Scheduling, Delay, Earned Value Management, Managing risk of delay, Productivity, Productivity Management, Project Execution Plan, Project Execution Planning, Risk of Delay, Time Management, Time Management Strategy

MANAGING RISK OF DELAY – Critical Path and Earned Value Management (Part 6)

May 6, 2011 By George T McLaughlin PMP CCM

This post is the sixth 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 some ideas regarding the integrated nature of time management using critical path and earned value management.

Filed Under: Featured, General, Projects Tagged With: Construction Contract Claims, Construction Contract Delay, Construction Contract Planning and Scheduling, Delay, Earned Value Management, Productivity, Productivity Management, Project Execution Plan, Project Execution Planning, Time Management, Time Management Strategy

PROGRESS REPORT – TAKING STOCK

April 27, 2011 By George T McLaughlin PMP CCM

This post is a progress or status report as McLaughlin and McLaughlin (M&M) assesses the status and progress of this Project Professionals blog.

Project Professionals commenced operations in late January 2011. The initial posts were on January 24, 2011. The blog and blogging were new to M&M and there was an expected learning curve. The rate of learning was substantially improved by advice and assistance from several key advisors. We wish to express our sincere thanks to all for the help.

The first full month of blogging was February 2011. As April comes to a close, we find the visitor rate (sometimes referred to as the analytics) to be very encouraging. The analytics for April reveal that visitors and page views have more than doubled since February. Visits have come from over 40 countries. As April draws to a close, we see the visitor activity continuing to increase. [Read more…]

Filed Under: Featured, General, Projects Tagged With: Claim Recognition, Construction Claims, Construction Contract Claims, Construction Contract Delay, Construction Contract Planning and Scheduling, Construction Field Labor Productivity, Delay, Earned Value Management, Project Execution Plan, Project Execution Planning, Project Professionals, Time Management, Time Management Strategy

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 – Time-Management Strategy (Part 2)

March 28, 2011 By George T McLaughlin PMP CCM

This post addresses the general topic of time management and the relationship to managing the risk of delay. More specifically, this post addresses time management strategy issues.

Keith Pickavance is a prominent leader, speaker, expert and author in the construction industry. His authoritative reference book, Delay and Disruption in Construction Contracts, is noted in our Resource Center.

Mr. Pickavance is President of The Chartered Institute of Building (CIOB). As a member of Time-Management Working Group, Mr. Pickavance and the group authored and have published Guide to Good Practice in the Management of Time in Complex Projects. This publication is noted in our Resource Center.

This work (hereinafter called “The Guide”) addresses, among other aspects, time-management strategy as viewed by CIOB. The Guide is an important contribution to many time-related topics including managing risk of delay.

The topics addressed under the heading of Strategy are: [Read more…]

Filed Under: Projects Tagged With: Construction Contract Claims, Construction Contract Planning and Scheduling, Delay, Project Execution Plan, Project Execution Planning, Risk Register, Time Management, Time Management Strategy

Owner Furnished (Supplied) / Free Issue Equipment and Materials

March 15, 2011 By George T McLaughlin PMP CCM

Introduction

Owner furnished (supplied) equipment (OFE), also known by other terms such as “free issue” presents unique planning and scheduling challenges. The idea is that another party to the contract procures / orders and supplies equipment, material (even services, such as utilities or scaffolding) to the contractor. The notion is that the contractor receives the equipment, goods or services and then erects, installs or otherwise uses these items.

The motivation for this type of arrangement can be one or more of several seemingly logical concepts. Equipment with long lead times for fabrication and delivery may be ordered in advance of placing a contract for the equipment erection or installation. Another motivation relates to cost savings. Some believe ordering equipment and commodities (bulk materials) can be done by a general contractor or owner (owner, developer, employer) and thereby save a markup by a subcontractor. In these cases, an interface is created between the ordering/procurement entity and the execution (engineering, erection, installation, fabrication, etc.) entity. The creation of this interface becomes the issue. [Read more…]

Filed Under: Projects Tagged With: Construction Disruption, Construction Productivity, Free Issue Equipment, Free Issue Materials, Large and Complex Projects, Owner Furnished Equipment, Owner Supplied Equipment, Project Execution Planning, Project Execution Strategy, Project Management, Project Planning

Introduction

Introduction

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