Dealing with extra-long duration industrial projects: PVD new presentation

We had the opportunity to be speaker at PC Expo in London in November 2023 and were requested to present our thoughts about dealing with extra-long duration industrial projects, including a nuclear industry case study. This presentation deals particularly about project control aspects and covers as well more generally the specifics of very long projects.

Very long projects are defined as projects which execution phase lasts more than 4-5 years. They are particularly frequent in nuclear and defence projects. This creates additional complexity and risks, as well as additional effort to be spent to counter obsolescence, implement preservation, deal with personnel career evolution and turn-over etc. Because of the significant direct and indirect impact of duration on such projects, we recommend to nominate a senior position within the project to deal with all those issues. Extra money and contingency also needs to be considered in the initial estimate for those issues.

In terms of project control, we recommend to split the project into phases of 2-3 years duration where the project configuration can be stable and allow all contributors to reach maximum productivity. Then, transition phases allow to reconfigure the project and restart another stable phase where the main project driver is well identified. Examples of possible phasings are shown for nuclear projects.

Read our latest presentation to understand better the specifics of very long projects!

If you cannot use the links above, just paste the following link in your browser:


Interview of Project Value Delivery founder by Project Control Academy

We are pleased to share the latest interview of Jeremie Averous with Project Control Academy. The topic of the interview is about project control practices as well as project career, with some personal insight from Jeremie about what brought him to create Project Value Delivery.

More details about the context of this interview and about Project Control Academy on their post ‘Interview with Jeremie Averous, Author of Practical Project Control Manager Handbook and Project Soft Power‘.

Some excerpt: “Jeremie thinks that many project controllers spend majority of their time in areas of their expertise and therefore they may forget about their true role as project controller. For instance, if a project controller used to be a scheduler before becoming a project controller or project control manager, he or she may spend majority of his or her time in their comfort zone of scheduling. However, they have to realize that their role as a project controller or project control manager is consistency across all disciplines.

Project controls is not just about scheduling, cost, or risk. It integrates them all with consistency. And a project controller needs to focus on this important role of creating consistency among various disciplines of project controls. If as a project controller or project control manager you have difficulty with focusing on your role, try to get a mentor or coach so you can refocus on what your role is.”

Discover the full video interview:

If you can’t access the links in this post:

  • Project Control Academy post related to this interview:
  • Vimeo video:

Large Project Owner Specific Role and Associated Requirements (new presentation)

Having had the occasion of giving out a presentation on Project Owner role, what it can delegate or not delegate, we are pleased to share the slides shown at that occasion.

The essential point of this presentation is what the Owner role is, and what it can delegate or not.

The project owner actually has a lot of scope, and most of the owner accountability field cannot actually be delegated, contrary to what most owners would hope for (refer also to our White Paper “What ‘Reserved Scope’ Should Owners Specifically Manage“).

The presentation describes also particularly some rules of proper “owner hygiene” when it comes to collaborative setups with contractors, or when owner and contractor belong to the same group of companies. Adequate governance needs to be enforced to ensure that minimum owner accountability is preserved – the owner must still maintain its own room and have its proper project control in place to be able to maintain the positive tension between the infrastructure lifecycle view of the owner and the short term view of the contractor.

Refer to our new book: Industrial Projects Practical Owner Guide for more details on this subject! (available both in English and French).

If you can’t access links on the post, here are the links:

  • in English:
  • in French:
  • book page on our website for the Industrial Project Owner Guide:

Proper Practices for Integrated Project Schedules (new presentation)

At the occasion of giving out a webinar we have put together some slides summarising main issues related to integrated project schedules. We are sharing them here as we believe they are of general interest for project managers and project control managers.

The aspects we tackle in this presentation include:

  • the need to limit the level of complication of the integrated project schedule to 1,500 – 2,500 activities (tasks)
  • the need to build a schedule hierarchy that is maintained consistently to accommodate the more detailed registers and schedules needed within each discipline
  • the main characteristics of integrated project schedules
  • how in 5 mins check the technical quality of the integrated project schedule
  • an insight into convergence planning, a tool that brings the right discipline for complex projects

Contact us to know more about the issue of project schedule. We can also provide more detailed and comprehensive trainings adapted to your specific needs!

If you can’t access directly the presentation, here is the link to paste in your browser:


How to Manage the Transition from Small, Simple to Large Complex Projects

We have been very pleased to be able to present to the Industrial Project Managers group in Paris what it takes to transition from small simple to large complex projects.

As usual here are the slides available on Slideshare. Enjoy the read!

If you can’t access here is the link:


Discover an Effective Framework for Business Transformation Projects (Presentation)

We’ve put together a short presentation that summarizes our experience and recommended approach regarding business transformation. While most of our experience lies in project-driven companies, this guidance is applicable to all types of business transformation, including restructuring. We aim to define a clear a process to effectively deliver results of the transformation.

For more details, read our White Paper ‘A Project Management Framework for Enterprise Transformation Projects‘ or refer to the associated post.


Our Latest Presentation on Project Cost Control for Large, Complex Projects

We were honored to be able to present some highlights of our approach regarding Project Cost Control at the Singapore Chapter of the Project Management Institute yesterday 2nd December 2014.

picture_decisionIn this talk our Senior Managing Partner Jeremie Averous details key success factors for Cost Control in Large, Complex Projects:

  • how and why Project Cost Control is different from Accounting or manufacturing Cost Control,
  • Project Value Delivery’s 14 Golden Rules or Project Cost Control,
  • the Profile and training of project cost controllers,
  • the different cost forecasting methods,
  • Project performance financial accounting using Percentage of Completion accounting,
  • Basic Project Cost Control Forensics methods

You can find the slides below (if you can’t see them, click on the link underneath). They are also available on Project Value Delivery’s library.

Find all these principles of Project Cost Control exposed in a comprehensive manner in our new Handbook, Practical Cost Control Handbook for Project Managers: coverPractical Project Cost Control for Project Managers (now published – click on the link to see it on Amazon!)


Discover Project Cost Control: Singapore and Oman Public Speaking

Following the publication of our latest book (our Practical Project Cost Control Handbook), I will be speaking about Project Cost Control on the following occasions in the coming months:

  • public-speakingin Singapore with the Singapore Project Management Institute (SPMI) on Tuesday 2 Dec evening (7 to 9pm – NTUC Center – 1 Marina Boulevard) – click for details and registration.

Please join if you are interested by the topic or just to meet!

Find the principles of Project Cost Control exposed in a comprehensive manner in our new Handbook, Practical Cost Control Handbook for Project Managers: coverPractical Project Cost Control for Project Managers  – and join for our Public Speaking appearances!


Project Soft Power Presentation (full video)

Jeremie Averous, Senior Managing Partner, gave a speech on Project Soft Power: Become a Great Project Leader at the 2013 Singapore Project Management Institute Symposium, which has been recorded.

We are proud to share the video which we’ve edited with the slides as well included so as to give the best experience if you could not attend:

If you can’t see the video, here is the link.

Please give us your reactions in the comments!

Many thanks to SPMI for making the video available! Original video is (c) SPMI and the content is (c) Project Value Delivery, 2013.