Hi also Edgar, basically CCS no need a separate Division or Department in your existing project organization. You can arrange person from Scheduling, Cost Control, Engineering & Design, and other concerned division to form a Change Control Group. Change Control Board as well can be consist of your Project Director, Project Manager, and all key managers. You also need a log book to record all formal changes and you also need regular meeting.

There’s no special thing to be installed in this system like hardware or software but we need to install the concept in the people main set involved in the project.

Cost ? may be only to pay consultant or we go abroad to join a course.

And for Radja, first try to browse from internet using search engine with key word like change control system.

At last, Sorry I’m actually not an expert for this matter but i just expose the idea. May be some expert person in this forum can share their knowledge in a new thread.

Regards,
RH

Hi Again Rahmat,
Do U think u could give me sample of the output in PDF, my mail address miharbiz@yahoo.com
Thanks in advance.

Regards

Hi Rahmat,
Is it the same with Jobcard? .Where in the one sheet of paper we have one main activities as the tittle which we datail up the activities incude the volume work, job method, cost the manpower/equipment, numbers of manpower and planned date for the activities to be execute.

Hi Rahmat,
I’m intrested with your idea. Can U eloborate the CCS, How its runs. just to know, may be the format is the same only name is different.

Hello Robert,

I’m not in your level of thinking, just curious though, what do you mean by saying a programme will function more effectively & honestly should there be a Planning Engineer during inception stage? Do you mean most programs were not really planned well or unrealistic from the start? Then, why decisions were made if that would be the case? Or risk is always relative?

My apologies for trying to learn.

cheers,

Edgar

why not?

Robert,

In my experience – centred mainly on the building industry in the UK – there are two main causes of delay.

Before work starts on site, optimism is the problem. Very often a programme is drawn for the development appraisal, design, town planning, procurement etc that is simply unrealistic and consequently not able to be met. An example of this is the legal process. Almost all projects need legal agreements put in place before work can start on site, but who has ever seen a programme setting out the work that the legal team need to do? Normally, the lawyers are just left to get on with it with nobody either understanding what needs to be done and when, or even worse, nobody even thinking that this legal work may be on the critical path, which often it is! For me, a lot more realism needs to be allowed in the programme for the pre-construction activity. Far too many designers and contractors don’t say to a client that their aspirations in terms of the date for starting on site are unrealistic.

Secondly, the other main cause delay is a lack of good staff resources on the project, but this is almost never admitted to. Instead, the true reasons are hidden behind a stated mixture of contractor delay and design delays. In almost all projects that I know of that have been delayed, the designer blames the contractor for the delays quoting late deliveries, a lack of co-ordination, not enough labour on site etc and the contractor blames the designer for issuing the information too late. But in almost every case, the true reason is a lack of good staff either on the designer’s or the contractor’s side.

The majority of project delays could have been avoided if enough resources in the form of good management and good staff was spent on solving the problem beforehand. Think about almost any delay you have encountered on a project – I am sure that it could have been resolved if enough staff resources where available to solve it.

In my experience, the most successful on time projects have the best staff on them – no coincidence in my book!

Gary France
Mace

Hi Robert,

Perhaps yu could elaborate further..."programme and project"?

Normally, in my experience, a project is lead by a project manager or project engineer. Reporting to him will be the discipline engrs, project control, planners, etc. Planner is the one who prepare and maintain the schedule. So I personally don’t quite understand when yu ask "why the management of the Programme is not always the same as that of the Project?"

Thanks

norzul

many possibilities i.e. inexperience contractor, low budgeted project, no drive from the top management, poor coordination between disciplines, lack of communication, unclear scope, too much inteference from client, original schedule unrealistic, no continuity on key personnel, no motivation, no leadership, etc....