Category Archives: Program Management

The Importance of Gate Reviews in Design and Pre-Construction

Gate reviews are essential to well-managed planning and pre-construction phases of a construction project.  The concept is simple in its execution and elegant in its simplicity.  I caution industry professionals that simplicity does not mean that they should let their … Continue reading

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Contracts Negotiation

The best lesson I learned about negotiation was a simple one.   Contracts negotiation involves a lot of work.  It is all about the willingness and ability of the team to prepare, document, analyze and demonstrate its case.  It is not glamorous and it … Continue reading

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Aligning Information Technology and Business Processes on Projects

The following is from a paper written by Jerry N. Luftman – “Alignment in the Sand” Project success requires alignment between information technology and business processes. The 12 factors involved in aligning technology and business are: – Business scope – … Continue reading

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Manage Large Project Teams Like Small Project Teams

From Michael A. Cusamano’s “How to Make Large Teams Work Like Small Teams” – Simplify the schedule and work out the interdependencies. – Stabilize the design via frequent synchronization. – Use iteration and concurrent engineering.  Projects should iterate and concurrently … Continue reading

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Common Problems on Large and Complex Projects

  Common Problems on Large and Complex Projects 1.         Difficult and belligerent subcontractors. 2.         Poorly structured subcontracts and loosely defined scopes of work. 3.         Protracted punch list activities, especially those related to the technical interfaces. 4.         Weak subcontractor field project … Continue reading

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The Potential Impact of Changes on Projects

Changes affect much more than cost and schedule. Here is a short list of project areas that can be affected by changes – –                Cost –                Schedule –                Quality –                Performance –                Scope –                Risk –                Commissioning –                Marketing –                … Continue reading

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Challenge the Team

One the most important jobs of the project leader is to challenge the team and stretch people out.   Good people have lots of untapped potential.  You can’t find that untapped potential if you keep the team in the sand box.  … Continue reading

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Processes and Interfaces

A business is largely a collection of integrated processes.  This applies to projects as well. Integrated processes have interfaces and these interfaces are dynamic and complex.   Interfaces are the points at which risks are significant; the management of interfaces is an important function … Continue reading

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Change Management and Control

Establish the criteria for flagging, reporting and tracking change with your client.  These same criteria should flow down into the contract documents with contractors and vendors.     Communicate change.     Document change. Use feedback from the field to improve technical … Continue reading

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Implementing New Software Tools in Project Management > A Brief Primer

Risks that must be considered in implementing new software tools – –            Not providing sufficient training. –            Not initiating use of the I.T. soon enough. –            Not understanding the bandwidth required to use the program effectively. –            Not establishing one … Continue reading

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