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Author: admin

09 Jun

Posted at 12:14h in Project Management
0 Likes

When we look at the LinkedIn posts, we see many post about sophisticated concepts and techniques which seems majority of the projects around the world are utilizing these concepts and as the result they get delivered successfully! However, our experience demonstrates the opposite scenario where the vast majority of the Projects are stuck in basics and failure owing to the lack of effective implementation despite many using CONSULTANTS! We have had many posts as regards utilization of Duration% complete, Dummy Resource,...

19 May

Posted at 13:00h in Project Management
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Q: How much time contingency should be added to a Project’s duration? Possible answers: One month for every one year? 2 months for every one year? 10% of the Project’s duration? 15% of the Project’s duration? Based on the Risk Analysis output? Nothing is allowed and contractor MUST complete on time!? Etc. Estimation, calculation of Time buffer, Time Contingency and Project duration are always challenging due many reasons such as: Lack of procedure regarding the concept Policy and politics around the Projects Different procedures Lack of understating some decision makers and/or project initiation...

17 May

Posted at 11:58h in Project Management
2 Likes

Failure in Interface management of construction projects could cause significant cost overrun, delay and easily collapse any multi-contracting project. Herein is an example of what we once witnessed. A couple of years ago, we received an urgent request to develop a new Integrated Baseline Schedule for a multi-billion dollars’ Project in one week only (is it feasible?!). On the 1st site visit, we were invited to a meeting to observe how the weekly progress meetings are running. Surprisingly, In the meeting...

05 May

Posted at 10:58h in Project Management
1 Like

Schedule resource loading is one of the main challenges for many planners. On the contrary Cost loading of a Schedule as per the cost report (BOQ cost) is one of the easiest one’s. The process is simple; locate the activities in the Schedule that are related to each cost item, then enter/assign the cost value to the activity. If the cost report is in more detail, then the better. But if it is high level then there might be some...

02 May

Posted at 21:18h in Project Management
2 Likes

Many Projects are doomed right at the beginning due to failure of the Project control system. In order to set up a supportive and efficient project control system, practitioners must have enough knowledge and experience regarding the components of the Planning system and their relationships.  Having an activity list in a scheduling software or having few Excel files that are almost independent of each other and project scope is not enough. A Project and consultant: On an EPC project, the client employs...

06 Apr

Posted at 10:33h in Project Management
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Because the companies know the team does not have capacity to provide adequate support during the execution phase! Hence the consultancy team starts producing plans, schedules, reports, analysis, etc. When inquired the background / basis of the reports they usually state that they are experts and know how to do it?! Here is a typical conversation when we (khonopc) review a planning system that was developed by a consultant: How did you develop the S-Curve? We used a toolWhat is the input...

31 Mar

Posted at 11:59h in Project Management
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Is there any value in spending time and money to manage the P6 database? Absolutely! Most of the projects / companies have no clue as regards the P6 database, how it works or it is to be managed. There are 3 practices in managing the P6 databases: 1- The planners use the Standalone database. Generally, the planner doesn’t know how to make a backup and therefore when something goes wrong he/she relies on the xer files as backup (if...

29 Mar

Posted at 11:19h in Progress Measurement System
5 Likes

An S-Curve is one of the well-known and most used reports on the Projects which becomes like a road map of Project execution.  Despite the popularity, there are still Planners that do not know how to develop it and Project managers that have no idea on how to read/analyse it correctly but merely accept it as long as it has an S shape! Here are some of the practices used to develop an S-Curve: Based on the project’s (package or phase) milestones.Based...

24 Mar

Posted at 10:06h in Progress Measurement System
8 Likes

Schedule update and progress report (as accurate as possible) is one of the key responsibilities of the Project Control & planning team. To some individuals, the progress reports mean nothing and for them it is either the project is not completed (0%) or Completed (100%). On the contrary, to many, the schedule update and progress provide much more info/insight than a number only about the project. Also, the data could be used on many types of analysis that would be...

16 Mar

Posted at 08:54h in Project Management
0 Likes

Project Planners are frequently required to submit a "Look Ahead Schedule" to the Project team especially when the Project is running late. Also, when a Consultant has come on board with the hope of saving the Project. Theoretically, the Project team should work on the current week’s activities whilst also preparing for the upcoming weeks activities. As a result, again as per the theory, when the future activities reach the current state, then they should be ready to start/ finish...