Industrial projects with a long execution phase (typically in excess of 4-5 years) are not very frequent but require specific approaches in terms of project management and project control (refer to our updated White Paper 2022-10 ‘How to Prepare for Very Long Industrial Projects’). In this new White Paper 2024-09 ‘How to Implement Project Management and Control on Very Long Industrial Projects Through Rolling Wave Operational Planning and Control’ we expose what needs to be specifically done in terms of project control.
Long duration projects in execution phase present specific challenges that need to be taken seriously, and the longer the project, the more acute they will become. Managing and controlling those projects requires a specific approach, and, while maintaining a sufficient overview of the entire project delivery, we recommend a rolling wave project control approach with sufficiently long and stable phases during which delivery can reach its peak productivity, separated by transition phases where the project can be re-baselined and the intricacies of the next phases considered.
Still, irrespective of the way it is managed and controlled by phases, whatever its duration, an industrial project must reach a sufficient maturity at Final Investment Decision to be successful, and thus a sufficient clarity and understanding of what needs to be built and how it will be built
In our view, the key to success and effectiveness of controlling long duration projects is to effectively divide the project duration in a series of meaningful phases providing a stable planning and project control framework for durations in the order of 2 to 3 years. Those stable phases allow to achieve a full efficiency of delivery for their driving activities. In anticipation of the end of each phase, a re-baseline of the project can be developed, including detailed planning of subsequent phase and of its management and control framework. While this inter-phase transition will require some time and resources, thus diminishing temporarily the delivery efficiency, it will conversely make sure the following phase will reach optimal productivity again. The transition between phases can be used to reshape the project organisation, upgrade information systems etc.
We strongly believe that this phased approach is much preferable to continuous adjustments of the project because it provides all contributors with significant periods of stable delivery environment and concentrates the adaptations to designated moments of the project.
The White Paper also provides an example of how a nuclear project could be phased.
Read our new White Paper 2024-09 ‘How to Implement Project Management and Control on Very Long Industrial Projects Through Rolling Wave Operational Planning and Control’ to understand better how to control those projects.
If you can\’t access the link to the white paper, copy and paste the following link in your browser: https://www.projectvaluedelivery.com/_library/2024-09_PC_long_projects_v0.pdf
