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Presentations
Latest Project Value Delivery presentations (slides and videos)
White Papers
Project Value Delivery's reference White Papers
100+ White Papers for FREE at your fingertips!
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Profile & Products
Project Value Delivery profile, documentation and newletters
Our Reference Handbooks
Project Value Delivery's reference handbooks on Project Management and Project Controls
Why you can’t Just Scale Up Your Way from Small, Simple to Large, Complex Projects [2012-01] 
How to Transition Successfully from a Simple Projects’ Company to a Complex Projects’ Company [2013-16]
A Manifesto: Projects are First of All a Human Adventure: Why You Can’t Manufacture Projects on a Standardized Assembly Line [2013-01]
How too much Detailed Planning often Kills Project Success (Why the Budgeting Plan Cannot be Used for Project Execution) [2012-28]
How to Use Different Schedules for Different Purposes [2015-16]
The Urgency of Project Startup: How to Ensure Success of your Project by Creating the Space to Lead [2012-23]
Define Clearly your Project Objectives! Why is this Key Project Step so Often Skipped? [2012-13]
The Economic Justification of Proper IT tools to Support a Large, Complex Project [2012-19]
What is a Project Control Manager? Coverage, Reach and Roles [2016-12]
How to Implement the Specific Approaches Required for the Due Diligence of Project Organizations [2013-07]
Understand Project Forecast Variances: Why it is Important Not to Confuse Actual Changes,Productivity Issues and Materialization of Risks [2014-13]
ORSIPARM: An Easy-to-Remember Acronym for Project Opportunity and Risk Management [2015-01]
Why Accounting and Cost Control roles Should be Neatly Separated in Project Organizations [2014-02]
Why the Four Key Navigation Questions Are So Essential for Project Management [2014-14]
How to Manage Properly Your Project Contingency Throughout Project Execution [2014-09]
How to Be more Cost-Effective in Project Execution[2014-18]
How Different Supply Chain Management is in Project-Driven Organizations [2017-14]
Project Value Delivery’s Golden Rules for Opportunity and Risk Management [2015-05]
How to Achieve Sustainable Cost Reductions in Projects from an Owner Perspective, or How to Overcome the Fallacy of Short-Term Risk Transfer [2015-19]
Project Value Delivery’s 20 Golden Rules for Project Scheduling [2015-13]
Other White Papers available in the private library include the following
Large, Complex projects specifics
Benefits and Limitations of Project Modularity – Towards a Trend of Facilities Built of Smaller Components produced in Series [2024-05]
Specifics of Large Renewable Energy Projects [2023-04]
How to Prepare for Very Long Industrial Projects [2022-10]
How to Measure Project Complexity? [2021-01]
How Systemic Approaches are Needed for Complex Projects [2020-12]
Project Management: How to Overcome the Limitations of the Traditional Methods from the Industrial Age [2020-05]
How Brownfield Projects Are Always More Complex Than Expected [2019-10]
How to Tackle the Specifics of Large, Complex Decommissioning Projects [2018-10]
How to Handle Large Complex Projects That Include Series Production [2018-11]
How to Handle Large Complex Projects That Involve Multiple Offices Globally [2018-12]
How to Rate the Remoteness of Project Sites [2018-13]
How to Handle Large Complex Projects That Involve Remote Sites [2018-14]
Why Striving for a One-Size-Fits-All Project Management Model in Your Organization is Fundamentally Wrong [2012-02]
What can Make Execution of Large, Complex Projects more Reliably Successful? Reading Notes from “Industrial Megaprojects” by Edward Merrow [2012-15]
From 1D to 3D Projects: the Dimensional Factor in Infrastructure Project Complexity [2016-20]
How a Diverse, Effective Team is the Only Way to Overcome Complexity [2013-14]
Minimizing complexity – the core of complex projects preparation [2013-13]
How to Take Into Account Cultural Differences in Large Complex Projects [2017-11]
Strategy and Business Models
Effectively Delivering Complex Industrial Projects: Advantages and Drawbacks of Various Approaches for Owner – Contractors Collaboration, and Key Success Factors [2024-08]
From Contractor to Owner Support Roles: how to deal with a very different role [2023-05]
When is Agile Project Management Suitable for Industrial Projects? [2023-01]
How to Measure Success for an Industrial Project [2022-12]
How to Manage Long Term Industrial Capex Programmes That Get Approved Piecemeal [2022-07]
How To Adapt to the Increasing Share of Financial Owners [2022-06]
How to Adapt to an Increase of Compliance Assurance from Public Owners [2022-02]
How To Setup An Integrated Owner / Main Contractor Team When It Is Unavoidable [2021-05]
How to Overcome the Dangers of Facility Replication [2020-11]
How to Fight The Trap of Do-It-Yourself Approaches on Large Complex Projects [2020-10]
Why do most Capital Projects end up being schedule-driven in execution? [2020-07]
How to Reap Benefits from Improved Collaboration between Owner, Contractors and Subcontractors [2018-15]
How to Overcome the Challenger Syndrome for Upcoming Project-Driven Market Leaders [2019-02]
How the Current Crisis Could Redefine the Business Model for Industrial Infrastructure Contracting [2014-17]
How to Be more Cost-Effective in Project Execution [2014-18]
How to Overcome the Curse of Excessively Detailed Specifications Leading to Uneconomic Infrastructure Projects [2015-06]
How Systems Engineering is an Essential Transformation Force for Project-Driven Integrated Contractors in the Energy Industry [2019-06]
Project Governance
How to Setup a Project Assurance Function within a Wider Project-Driven Organisation [2025-03]
How to Pivot during the Execution Phase of a Large Complex Industrial Project [2023-12]
The Importance of an Independent Facilitator When Setting up Integrated Extended Enterprise Teams for Complex Infrastructure Projects [2023-09]
How to Approach Project Portfolio Management [2021-04]
How Project Governance must be set up for Contractor Consortium and Joint-Venture Projects to achieve Success [2020-08]
How to Organise Projects Executed in Contractor Consortium or Joint-Venture [2020-09]
How Project Governance Can Make or Break a Project [2018-01]
Best Practices of Gate-Based Project Assurance Approaches for Project Execution [2019-11]
How To Properly Manage the Transition from FEED to Project Execution in combined FEED and Execution Contracts [2019-12]
Project Start-Up Essentials [2016-13]
How to Gain Efficiency in Large Projects by Taking Commissioning Early and Seriously [2016-18]
How to Synchronize Different Engineering Contractors at Project Development Stage [2019-01]
What Should “Project Success” Really Mean? The Counterintuitive Path to Complex Projects’ Success [2012-10]
Why Project Managers of Large, Complex Projects Should Have a Higher Status in their Organizations[2012-14]
Total Quality Programs in Project Organizations: Release the Power of your People to Build the Organization you Need to Tackle Complex Projects [2012-22]
Listen to the People! The Real Health Check of Updating Cost Models and Schedules of Large, Complex Projects [2012-27]
How to Develop the Leaders you Need for your Large, Complex Projects [2013-03]
Improving Communication and Synergy between Disciplines: the Way to Project Delivery Excellence [2013-05]
Actual Project Leadership is About Organizing Effective Conversations – not to Run Properly Complicated Tools [2013-12]
How Delegation is Required to Keep Agility and Tackle Complex Projects [2013-15]
How to Identify and Manage Weak Signals in Large Complex Projects [2017-04]
Why It Is Important to Run Independent Data Checks and Project Reviews [2017-05]
How the Current Crisis Could Redefine the Business Model for Industrial Infrastructure Contracting [2014-17]
Project Management Maturity level for Large Complex Infrastructure Projects [2018-07]
How To Measure an Organization’s Project Management Maturity level for Large Complex Infrastructure Projects [2018-08]
How to Develop the Project Management Maturity Level of an Organization [2018-09]
How To Manage Licensing Requirements in Project Definition and Execution [2020-03]
How To Implement Licensing Requirements During Project Execution Phase [2020-04]
Owner Specific
How to Setup a Proper Project Management Capability within an Owner Organisation [2024-07]
Why is There a Need for Owners to Produce End-of-Development Phase Reports? [2024-04]
Key steps for an Owner Acquiring a Project in Late Development Phase [2023-06]
How to Avoid Underestimating Cost Expectations during Project Definition Phase for Owners [2023-03]
Why Industrial Project Definition Needs to be Split in Stages [2023-02]
Why Project Funding Must be Considered Earlier in Project Development for Owners [2022-05]
Why the Owner Always Takes the Most Risk in an Industrial Project [2022-01]
How To Setup An Integrated Owner / Main Contractor Team When It Is Unavoidable [2021-05]
How Essential It Is That the Owner Team Has Sufficient Project Experience For Project Success [2020-06]
Why do most Capital Projects end up being schedule-driven in execution? [2020-07]
How most Owner organizations underestimate the importance of Capital (Capex) Projects: PVD rule of thumb of Capex project criticality [2018-02]
How To Involve the Future Operator in Project Execution [2020-01]
What Processes and Systems Must be Setup by the Operator During Owner Project Execution [2020-02]
What ‘Reserved Scope’ Should Owners Specifically Manage [2019-05]
Project Soft Power
How to Deliver Large Complex Projects Successfully in a World Changed by the Pandemic: ‘Guiding Stars’ [2021-06]
How to Build Remote Project Teams in Project Start-Up Phase [2021-07]
How To Implement Project Processes in a ‘Virtual Project Setup’ [2021-08]
How to Check the Project Team Health And Why the Role of the Project Control Manager is Essential in that Respect [2017-07]
Total Quality Programs in Project Organizations: Release the Power of your People to Build the Organization you Need to Tackle Complex Projects [2012-22]
How the Project Leader can Break Out from Counter-Productive Frames of Mind [2016-19]
How Changing Mindset is the Prerequisite of Any Organizational Change [2013-06]
Actual Project Leadership is About Organizing Effective Conversations – not to Run Properly Complicated Tools [2013-12]
How a Diverse, Effective Team is the Only Way to Overcome Complexity [2013-14]
Candour, a Key Cultural Trait for Project Success [2013-17]
7 Simple Methods to Improve your Project Opportunity and Risk Brainstorming Sessions [2015-09]
Why Holding Workshops is Key to Accelerating Project Start-up [2017-13]
How to Handle Large Complex Projects That Involve Multiple Offices Globally [2018-12]
Project Cost Control
The 14 Cost Control Golden Rules [2014-04]
How to Run Forensic Analysis of Project Cost Control [2014-15]
How to Be On Top of Your Costs: the Art of Mastering Commitments [2012-05]
No Surprises: the Recipe for Consistent Project Controls [2012-06]
Why a Cost Controller is not an Accountant: The Right Role and Profile for a Cost Controller in Large, Complex Projects [2012-09]
Action Tracking: a Strategic Process for All Large Complex Projects that Can Easily be Centralized and Rationalized [2012-21]
Listen to the People! The Real Health Check of Updating Cost Models and Schedules of Large, Complex Projects [2012-27]
How to Improve Project Forecasting: Taking Into Account Consequential Variances between Project Stages [2014-01]
What differentiates Cost Control for Large, Complex projects [2014-03]
How to Design a Proper Project Execution Cost Breakdown Structure [2014-05]
How to Use Reconciliation between Cost Control and Accounting to Improve Control on your Project [2014-06]
What the Two Approaches for Cost Forecasting are, and When to Use Them [2014-07]
Why the ‘Achievable’ project forecast is as important as the Prudent ‘Estimate At Completion’ [2014-08]
How to Manage Properly Your Project Contingency Throughout Project Execution [2014-09]
Understand the Surprising Effects of Percentage-of-Completion Accounting on Project Financial Results [2014-10]
How to Manage Properly Project Cost Time-Phasing to Avoid Project Financial Reporting Surprises at the End of the Accounting Year [2014-11]
How to Deal with the Complication of Cost Control for Multi-Entity, Multi-Currency International Projects [2014-12]
Understand Project Forecast Variances: Why it is Important Not to Confuse Actual Changes,Productivity Issues and Materialization of Risks [2014-13]
Benchmarking: Ensuring Feedback from Cost Estimating to Project Control and Back [2019-07]
What should a Project Estimate Comprise of? An Extended Definition of Estimate Class [2019-08]
How to Properly Review Project Estimates [2019-09]
Project Risk Management
Managing Contingency and Uncertainty During Early Project Estimates: How Contingency Calculation Is Different Before and After the Final Investment Decision [2024-06]
How Logistics is a Major but Underestimated Contributor to Project Risk [2024-03]
How to Complement Statistical Quantitative Risk Analysis with Scenarios Approaches [2024-01]
How to conduct Project risk management for Series of Industrial Projects [2023-08]
How to Deal with Systemic Risks Beyond Project Remit [2023-07]
Take Risks, but Take Risks the Right Way: Reframing the Opportunities and Risk Process for Complex Projects [2012-11]
Estimate Your Actual Risk Level in a Project: the PVD Risk Level Formula [2012-12]
Enterprise Opportunities and Risk Management for a Complex Projects Organization: a Great, Untapped Source of Value [2012-16]
The Right Way to Keep Money for the Hard Times: Allowances and Contingency Management [2012-17]
How to Manage Allowances and Contingency in Your Schedule [2012-18]
The True Risk of Complex Projects: Teachings from Statistical Theory [2012-24]
Fundamental Insights on Minimizing Complex Project Risk for a Single Project [2012-25]
Project Risk Management Reloaded: How Proper Risk Management in Project Organizations Goes Against Common Management Thinking [2013-04]
What You Should Really Seek When Conducting a Schedule Statistical Analysis[2013-10]
Why Portfolio Level Opportunities and Risks Management is So Essential in Project-driven organizations [2015-02]
Why Contingency Reserves Need to Be Owned by Senior Management [2015-04]
Five Contrarian and Simple Disciplines to Improve the Effectiveness of Your Project Risk Management Process [2015-07]
How Some Contractual Terms Are Essential At Preventing Killer Project Risks [2015-08]
7 Simple Methods to Improve your Project Opportunity and Risk Brainstorming Sessions [2015-09]
8 Best Practices for Project Cost Risk Calculations Using the Monte Carlo Method [2015-10]
How to Manage Low Probability, Catastrophic Risks: Industrial Risk Management [2015-11]
Project Planning & Scheduling
How to Foster Digital Data Capture during Project Construction to Enable Powerful Dashboarding [2022-09]
How to include digital physical progress measurements in capital project control setups [2022-08]
How To Better Use the Project Schedule as a Communication Tool [2022-03]
How the Essential Purpose of the Integrated Project Schedule is to Coordinate Project Contributors [2022-04]
The Fallacies of Conventional Scheduling for Large, Complex Projects and How to Overcome them [2012-03]
How to Manage Allowances and Contingency in Your Schedule [2012-18]
From a Static to a Dynamic Vision of Project Schedules: Why Conventional Usage of Schedules is a Real Waste of Time and Resources Compared to the Value it Easily Could Provide [2012-26]
How too much Detailed Planning often Kills Project Success (Why the Budgeting Plan Cannot be Used for Project Execution) [2012-28]
Stop Taking Change as an Exception: The Need for Agile Project Planning [2013-02]
Black Swan Schedule Management: Is Your Project Going to Be Late? Well, it Will Be Even Later than you Forecast! [2013-08]
Crude Estimates of Possible Project Overrun [2013-09]
What You Should Really Seek When Conducting a Schedule Statistical Analysis [2013-10]
Why and How to Increase your Project Schedule Resilience: Ensure Deeper Sub-Criticality of Non-Critical Activity Chains [2013-11]
Why You Need to Avoid As Much As Possible Intermediate Constraints in Project Execution [2013-18]
How to Build a Proper Project Schedule Hierarchy [2015-14]
How to Relate Schedule Hierarchy Levels and Work Breakdown Structure [2015-15]
How to Produce and Update a Convergence Plan [2015-17]
How to Produce an Adequate Integrated Project Schedule [2015-18]
How to Check the Quality of an Integrated Project Schedule – part I: On the Schedule Print-Out [2016-01]
How to Check the Quality of an Integrated Project Schedule – part II: On the Source File [2016-02]
3 Steps and 7 Principles for Proper Forecast of Integrated Project Schedules [2016-04]
How to Use Earned Schedule [2016-05]
How to Use Float Monitoring Techniques [2016-06]
How to Fight the Fallacy of Virtual Float [2016-07]
What the Psychological Factors At Work in Scheduling Are, and How They Affect Schedule Optimism [2016-08]
Why the Contractor Should Own the Float in Lump Sum Projects, and Why The Float Should Be Made Visible [2016-10]
How Implementing and Owning a Strong Master Schedule is Essential for Owners [2019-04]
Project Control
How to Setup a Centralised Project Management Office within an Owner Organisation [2025-02]
How to Implement Project Management and Control on Very Long Industrial Projects Through Rolling Wave Operational Planning and Control [2024-09]
Understanding the Impact of Forgetting Quantity Allowances When Buying Material for Industrial Projects [2023-11]
How to Improve the Management of Large Numbers of Punch Points and Design Open Points [2023-10]
What Are Key Project Control Performance Indicators for EPC projects [2021-03]
Project Value Delivery’s Project Control Golden Rules [2016-11]
How to Properly Setup Project Control on a Large, Complex Project [2016-15]
What is a Project Control Manager? Coverage, Reach and Roles [2016-12]
Project Start-Up Essentials [2016-13]
The Real Nature of a Project Baseline: the Project Data Structure [2016-14]
How to Perform Project Re-Baselining [2016-16]
How to Ensure that Project Control Data is Reliable on a Project [2016-17]
How to Ensure that Proper Communication Happens Between Functions to Keep Control of a Project [2017-01]
How to Ensure Control Data Consistency in a Large, Complex Project [2017-02]
The Three Essential Transverse Processes to Keep Large, Complex Projects Under Control [2017-03]
How Project Control Managers Can Step Up To Their Strategist Role [2017-06]
How to Check the Project Team Health And Why the Role of the Project Control Manager is Essential in that Respect [2017-07]
How to Overcome the Paradox of Project Control: Is it Traditional Management Control or Support to Project Piloting? [2017-12]
Why Project Close-Out is a Process, and not a Time Period [2017-08]
Why Custom Indicators and Visual Dashboards Are So Important for the Success of Large Complex Projects [2017-09]
How to Maintain Sufficient Control of EPC Contractors on Projects [2017-10]
How Implementing and Owning a Strong Interface Management Process is Essential for Owners [2019-03]
IT Systems and Infrastructure
How to Overcome 3D Model Issues and Limits for Industrial Projects [2022-11]
How Projects Should Move from Being Document-Centric to Data-Centric [2021-02]
How to Build the Systems Architecture Project-Driven Organisations Need [2018-03]
How to Implement Information Systems in an Effective Manner in Project-Driven Organisations [2018-04]
How to Develop Information Systems in an Effective Manner for Project-Driven Businesses [2018-05]
The Fallacies of All-Encompassing Enterprise Management Systems (ERPs) for Project Companies [2012-07]
How To Build Quickly and Cheaply the System Infrastructure You Need to Execute a Large, Complex Project [2012-08]
What the Key Parameters to Consider in the Specifications of a Document Control System Are [2014-16]
Implementing a Correspondence Management Tool for your Projects: what System do you Really Need? [2015-03]
Why an Information System Management Function is Required That Is Different from an IT department [2018-06]
Organizational Transformation and Consulting
The Need for Dedicated Internal Resources for Effective Transformation [2025-01]
A Project Management Framework for Enterprise Transformation Projects [GP 2015-01]
How Changing Mindset is the Prerequisite of Any Organizational Change [2013-06]
Why ‘Embedded Consulting’ Delivers Better Results for Enterprise Transformation [GP 2015-02]
Supply Chain Management
How Logistics is a Major but Underestimated Contributor to Project Risk [2024-03]
Why it is Important to Rationalise Procurement Documentation in Large Complex Industrial Projects [2024-02]
Project Contractual Strategy: Why It is Important to Distinguish Contracting Strategy and Commercial Approaches [2021-09]
How to Map a Project Contractual Strategy [2021-10]
How Contractor Capability Should Be The Main Driver for Project Contracting Strategy Development [2021-11]
How to Change the Main Contractor on a Problematic Project [2021-12]
Project Supply Chain Management Best Practices and Success Factors [2017-15]
How to Organize Supply Chain Processes in Project-Driven companies [2017-16]
How to Implement Package Management for Supply Chain Post Award Management on Projects [2017-17]
How to Maintain Sufficient Control of EPC Contractors on Projects [2017-10]
How to Adapt Supply Chain IT Systems to the Specifics of Project Execution [2017-18]
Contractual Matters
Unleash Significant Project Value by Overcoming the Contractual Scare [2012-20]
Why Contract Management is Indispensable in EPC Project Management [Expert Corner Paper by Kamlesh Narwani 2015-01]
How Some Contractual Terms Are Essential At Preventing Killer Project Risks [2015-08]
Why Time Has More Value Than Cost in a Project And How to Defend Your Rights for Time [2016-09]
Why the Contractor Should Own the Float in Lump Sum Projects, and Why The Float Should Be Made Visible [2016-10]
Visit Expert's Corner for several advanced papers on Contractual issues
And more to come...
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