Talking about Project Management Topics
A few weeks ago in a post, The Phases of Project Controls, we suggested the current ‘second phase’ of project controls started in 1957 with the development of CPM and PERT scheduling software and has continued through to the present time driven by the development of various dynamic project control tools.
Our latest post Measuring Project Success asks the question can a project be years late, £ Billions over budget, and a success? It appears the answer to this question depends on your perspective.
Hi, (conversation in a Commercial department on a very large RC construction site). So I was passing the boss's door when I got the call. Eh Peter you helped me with the pivot tables in excel so you must be good with computers. I read this article in a magazine in the business lounge on my last holiday which said, we (commercial) would be redundant in 10 years time due to something called AI and ChatGPT-4. That got my attention as I need to make director's post before then!
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We are working on a couple of paper where a concise definition of hard and soft projects would be helpful. Most commentary on the subject seems very imprecise and based on tangible v intangible.
The Australian Institute of Project Management’s report on ‘The state of project management in Australia 2022’ shows some worrying trends. The survey respondents said:
Hi, my name is Jake Cyrus Zafra, and I am a graduate student at Mapua University Philippines. I am researching Factor Analysis of Primavera P6 in Planning and BIM to Construction Delay for Effective Construction Project Management for my master's thesis.
I will be busy helping run PGCS 2022 in Canberra next week (16th to 18th August). It is shaping up to be a great event with over 400 people signed up to attend: https://www.pgcsymposium.org.au/ Then my focus will shift to Project Controls Expo Australia 2022! https://projectcontrolexpo.com/aus/
I am a senior Program - Project Manager (EPC) with 60+ years of experience on very large and complex projects. My experience shows that there is a misunderstanding in what a schedule is - and how to utilize one effectivelly. I want to quiz the scheduling community on what is wrong with scheduling and how to improve it. I will disclose I'm thinking of writing a book on Project Management on how to achieve success without a new achronym or completely upsetting the apple cart. Let me know your thoughts.
You are 15 months into a 4 year JV process plant project,(FIDIC Type Contract, Seperate OoC / IC) and the EVM data is just pushing your project into the RED status. Your Project Director is putting pressure on you, as PCM, to make the numbers look better as a RED status will mean additional Company Board reporting and external team reviews which he wants to avoid. The Company runs a well proven progress measurement system. Current project EVM issues are:
