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