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Project Management

12 Jun

Posted at 21:36h in Project Management
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Have you ever faced a situation where a Project Manager requested you to calculate the required number of Resources for a specific discipline, but there was no detailed Schedule or the Schedule was not resource loaded? On occasions of this nature, linear calculations are often used, assuming a fixed number of resources and a consistent production rate throughout the Project. On the contrary, that approach is far from reality due to several factors:: Mobilization of resources occurs non-linearly, meaning they may...

09 Jun

Posted at 12:14h in Project Management
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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 conceptPolicy and politics around the ProjectsDifferent proceduresLack 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
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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...

16 Mar

Posted at 08:54h in Project Management
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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...

08 Mar

Posted at 10:18h in Project Management
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It is an undisputed fact worldwide known by both Planners and PM's that the Planning concepts and techniques are either correctly or incorrectly implemented. For example, the S-Curve is a well-known concept which gets defined as a graphical demonstration of cumulative work/cost of the Project that has to be done throughout the Project’s life cycle. Or calculation of progress based on the steps/milestones. The shape of an S-Curve could demonstrate/reveal many data/info about the Project, therefore, any shape will not be...