As we begin to dig deeper into the troubled project<\/strong> and work breakdown structure<\/strong> has been established, we begin to interview the stakeholders of the project.\u00a0 One of the general questions one asks, is what do you believe are the issues, what went wrong?\u00a0 Human nature as it is, these stakeholders tend to be cautions and careful with their contributions. \u00a0Rarely do I hear one volunteer or is his or her organization the source for the incongruities.\u00a0 A cautious approach continues as the interview process progresses further.<\/p>\n So, you ask what we do with this natural reaction?\u00a0 The reality is that the project was or is in trouble.\u00a0 Basic issues are acknowledged.\u00a0\u00a0 As a research analyst for McLaughlin and McLaughlin<\/a><\/strong>, I become a bookworm.\u00a0 I read all Monthly Progress Reports, Meeting Minutes and any other exchange where both parties (typically owner and contractor) are acknowledged.\u00a0 Well written Monthly Progress Reports and Meeting Minutes many times expose the issues and concerns usually providing the key dates when addressed.\u00a0 Additionally the leading and supporting roles to the project are noted on the report.<\/p>\n The most telling information reveals itself from the e-mails. Searching through powerful search tools using the designated individuals and subject matter one delves even deeper into the issue.\u00a0 People tend to let their guard down and say things that might be left unsaid in other forms of communications.\u00a0 Unfortunately\u00a0 \u00a0some countries the e-mail system allows for personal e-mails as well, so it is difficult to view the files without permission.\u00a0 This allows one to hide certain issues from those investigating or providing only emails one only desires to share.\u00a0 Companies in these countries would be best suited if there are two systems \u2013 one personal, one project.<\/p>\n As I read and compile the e-mails with the involved individuals of the issues, I begin formulating a time line aka Chronology\u00a0 using the related material which would include e-mails, Monthly Progress Reports, Meeting Minutes.\u00a0 Depending on the situation, Purchase Orders, Shipping Receipts, Signed drawings may be a fruitful addition to establish the actual story.\u00a0 Dated photographs too are plus.\u00a0 This interwoven with the contract enables one to accurately grasp the \u201cbig picture\u201d.<\/p>\n At least half of the preconceived notions on projects M&M <\/a><\/strong>researched of\u201d what went wrong\u201d were not totally correct or are completely wrong.\u00a0 The issues were what they were but the underlying reasons were often not identified properly.<\/p>\n In one situation, the engineering department was blamed (in my opinion unmercifully) for being the fault of the project being late.\u00a0 The \u201cBlame Game\u201d stated that they were late in the issue of the P&IDs.\u00a0 Yes, they were late but it was a result of owner continuing to interfere with the expert engineer reports.\u00a0 Calculations, drawings were questioned with request for the answers to many (fifteen) loaded questions.\u00a0 The fifteen loaded questions took considerable time to answer precluding the engineers from their completing their work.\u00a0 This occurred more than once\u2026.so the time line aka chronology laid out the issue at hand \u2013 owner interference<\/strong>.<\/p>\n This is one mere example of a myriad of preconceived notions reviewed.\u00a0 Time lines and Chronologies with contemporaneous documents deliver the opportunity to minimize a very expensive discord.\u00a0 Through the timelines aka chronologies, the issues can be easily detected and analyzed.<\/p>\n Investigate the contemporaneous documents.\u00a0 Humans have selected memories and are unable to deliver an objective accurate picture of \u201cwhat happened\u201d.\u00a0 Thus when examining an issue one is best served by creating a time line aka chronology using only contemporaneous documents which include the Contract, Monthly Progress Reports, Meeting Minutes, e-mails, Purchase Orders, signed drawings, dated photographs, etc.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/a><\/strong> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a><\/strong> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/a><\/strong> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/em><\/strong><\/a>.<\/em><\/p>\n <\/p>\n <\/p>\n As we begin to dig deeper into the troubled project and work breakdown structure has been established, we begin to interview the stakeholders of the project.\u00a0 One of the general questions one asks, is what do you believe are the issues, what went wrong?\u00a0 Human nature as it is, these stakeholders tend to be cautions 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