How the Project Leader can Break Out from Counter-Productive Frames of Mind

Coaching practitioners know there are 8 frames of mind in which people sometimes get stuck, to the point of having difficulties to escape by themselves. In our new White Paper 2016-19 ‘How the Project Leader can Break Out from Counter-Productive Frames of Mind’, based on Project Value Delivery’s experience, we examine what are the symptoms of these 8 frames in project management context, and how Project Managers can break out.

Frames of mind are ways we frame situations. Frames can come from our past experience, which leads us to frame a situation in a particular way, or simply in the way we apprehended a particular situation when it started. Sometimes it can be difficult to escape a particular frame of mind if it reinforced over time. As coaches for project managers, our interventions often consist of helping project managers overcome a particular frame that impacts negatively the realization of the project, as well as the quality of life of the project manager himself.

In the paper we examine the 8 frames and explain what are the symptoms, and how to break out of these frames of mind:

• Significance
• Delay
• Doubt
• Reacting
• Invalidation
• Blame
• Trying
• Fraud

In a project environment, frames expressed excessively can lead to largely dysfunctional leaders and teams, thus impeding project success. As project environments are often stressful, high stakes situations, we might tend to react subconsciously according to pre-defined frames. So, in a project, take care of your mind frames!

Read our new White Paper 2016-19 ‘How the Project Leader can Break Out from Counter-Productive Frames of Mind’ to break out when you get stuck in a particular frame of mind when you are managing a project!

How to Properly Setup Project Control on a Large, Complex Project

The Setting up Project Control on a Large, Complex Project is an essential endeavor that requires a lot of focus and effort in the first few months of the Project. It is an essential investment and the Project Control team needs to be highly involved from the first day of the Project to make it successful. Our new White Paper 2016-15 ‘How to Properly Setup Project Control on a Large, Complex Project’ details what this setup process entails – it complements White Paper 2016-13 on the wider issue of Project Start-Up.

Project Value Delivery’s Project Control setup framework

The main objectives of the setup phase for Project Control include:

1. Recover all relevant data from the tender/ proposal stage and check it against the actual Contract to provide a proper reference to the Project,
2. Establish a proper Project execution baseline consistent with the Project execution strategy, associated with a relevant level of resilience as assessed by statistical analysis. This includes the design of suitable data breakdown structures,
3. Establish appropriate baseline change control processes,
4. Assign accountability for cost and schedule throughout the team in a comprehensive manner (to ‘Scope Owners’) through a formal endorsement process,
5. Establish contractual consistency and necessary requirements for suppliers / vendors and contractors.
6. Establish relevant processes for updating and reporting on the actual situation (Actual Costs, physical progress etc.) and forecasts from external stakeholders with the aim to obtain accuracy while minimizing cumbersome information gathering work, so as to leave more space for analysis,
7. Implement collaboration systems to enhance communication and collaboration within the team, as well as the gathering of important progress and status information,
8. Implement the breakdown structure and data gathering requirements in all relevant systems throughout all Functions,
9. Establish / enhance / adapt the relevant Information Technology systems to ensure that key processes will remain under control.

The Project Control setup is absolutely essential and needs to be performed urgently at Project Start-Up. A roadmap has been given that will ensure comprehensiveness and success. Read our new White Paper 2016-15 ‘How to Properly Setup Project Control on a Large, Complex Project’!

7 Principles for Proper Update of Integrated Project Schedules

Proper Integrated Project Schedule update and forecast are essential activities to maintain a schedule that can effectively be used for reference and decision-making. In our new White Paper ‘7 Principles for Proper Update of Integrated Project Schedules’ we cover the schedule update for actual progress.

The Integrated Project Schedule must reflect reliably the actual situation of the Project. The following 7 principles apply:

1. Seek Accuracy not Precision
2. Updating is a Bottom-Up Exercise
3. Face Reality
4. Manage Information Delay and Bias
5. Updating Must be Comprehensive
6. Manage Information Bottlenecks
7. Implement Progress Measurement Best Practices

Being able to transform the informal knowledge spread inside the Project team is an essential process capability for successful Projects, in particular when they are Large and Complex, and even more when the Project team is spread between different sites.
Reality is sometimes uneasy; but it is much better to know the reality, and structure this knowledge so as to be able to act on it. Too many Projects maintain illusions too long in their schedules, falling prey to a illusory perception of reality which will catch up sooner or later.

Read our new White Paper ‘7 Principles for Proper Update of Integrated Project Schedules’ to understand better how to update schedules reliably.

How to Gain Efficiency in Large Projects by Taking Commissioning Early and Seriously

We find repeatedly during our consulting interventions that Commissioning as a project activity is vastly underestimated and this leads to significant delays, inefficiencies and sometimes even failures to reach the expected facility performance. In our new White Paper 2016-18 ‘How to Gain Efficiency in Large Projects by Taking Commissioning Early and Seriously’ we review what the best practices are in terms of commissioning phase execution in a project.

Well managed, instead of being a constraint that delays project delivery and generates substantial rework, commissioning can become an opportunity for savings and earlier Project delivery.

The White Paper describes a long list of failure modes related to lack of anticipation related to commissioning. The most common is the lack of early preparation of commissioning: commissioning teams are too often mobilized late in the project with barely the time to prepare the actual commissioning phase.

Anticipate commissioning and influence design, construction and quality control to ensure a smooth commissioning phase leading to a performing facility. Read our  new White Paper 2016-18 ‘How to Gain Efficiency in Large Projects by Taking Commissioning Early and Seriously’ to understand better what it entails.

Why Setting the Project Data Structure is the Real Focus of a Project Baseline

Establishing a Project baseline is a basic requirement of any Project start-up. Without a properly established baseline, there is no possibility to effectively control a project. However a baseline is a lot more than just a schedule, and this fact is often unappreciated. In our new White Paper 2016-14 ‘The Real Nature of a Project Baseline: the Project Data Structure’, we explain the real nature and reach of a baseline. In reality, a Project baseline sets the ground in terms of Project data structure. The White Paper then explains some basic properties of Project baselines.

The combination of all the necessary elements in an overall baseline that makes sense and allows continuous updating throughout the project requires devising an underlying data structure that:

• Enables proper and accurate description of the project status and forecast
• Enables data transmittal consistent with the project description between different parties and components of the Project.

This explains why the first action when building a baseline should be to devise the data structure, i.e. mainly:

• Different breakdown structures (Work, Cost, Organization)
• Coding of all deliverables (engineering, procurement)
• Progress recognition status and credit rules
• Etc.

Project baselining is a much more ambitious endeavor than just producing a reference schedule or execution strategy. The baselining process implies to organize the Project data and is hence extremely structural to future Project success. Read our new White Paper 2016-14 ‘The Real Nature of a Project Baseline: the Project Data Structure’!

How to Check the Quality of an Integrated Project Schedule – part II: On the Source File

One of the key skills of a Project Manager should be to be able to vet the quality of schedules produced by his team. In this new White Paper 2016-02 (checks on schedule source file) we give important clues that allow to quickly assess whether the technical quality of the schedule is sufficient. In this particular White Paper we discuss how to investigate further in the scheduling software itself. Refer to White Paper 2016-01 (checks on schedule print-out) for checks on the schedule print-outs.

Main check points include (for Integrated Project Schedules in Project execution phase):

• heuristics of the ratio number of links/number of activities
• removing open-ended tasks
• minimizing date constraints
• avoiding Start-to-Finish links

The White Paper also includes recommendations as to activity coding and how to run overall schedule checks in the scheduling software (in particular to check that there a no major constraints in the logic links).

We are always astonished to be called in to review Projects only to find out that they have, for starters, a poor schedule. Poor in the sense of poorly linked, not representative of the work to be done, or unhealthily unbalanced between the types of activities that have to be performed.

Setting up an adequate route map at the onset of the Project should be the utmost priority of the Project Manager. Unfortunately, this does not always happen, either because of work overload or of a lack of competency from the Project Manager. This new White Paper 2016-02 (checks on schedule source file) provides straightforward ways to challenge a schedule to get it improved to a point where it can be realistic and useful.

In all cases, before sailing away, make sure to have a proper map of the right quality in hand!

How to Check the Quality of an Integrated Project Schedule – part I: On the Schedule Print-Out

One of the key skills of a Project Manager should be to be able to vet the quality of schedules produced by his team. In this two-part White Paper we give important clues that allow to quickly assess whether the technical quality of the schedule is sufficient. In this particular White Paper 2016-01 (checks on schedule print-out) we discuss those clues that are already available on the print-out version, without even having to dive into the scheduling software. The next White Paper 2016-02 (checks on schedule source file) in turn will deal with checks done in the scheduling software itself.

What Project Value Delivery recommends schedule print-outs should show systematically

The checks include schedule correctness checks

• Schedule Balance Between Functions
• reasonable Total Finish Float values
• Baseline shown against actual/forecast
• there is a critical path established in the schedule

Schedule realism checks include estimating realism and checks on resources (level and mobilization rates).

We are always astonished to be called in to review Projects only to find out that they have, for starters, a poor schedule. Poor in the sense of poorly linked, not representative of the work to be done, or unhealthily unbalanced between the types of activities that have to be performed.
Setting up an adequate route map at the onset of the Project should be the utmost priority of the Project Manager. Unfortunately, this does not always happen, either because of work overload or of a lack of competency from the Project Manager. This White Paper 2016-01 (checks on schedule print-out) provides Project Managers and other senior Project personnel with straightforward ways to challenge a schedule to get it improved to a point where it can be realistic and useful.
In all cases, before sailing away, make sure to have a proper map of the right quality in hand!

Project Start-Up Essentials from Project Value Delivery

A proper Project Start-Up is essential to the success of a Project. It is an investment which will redeem itself many times over the course of Project execution. However it is always a hurried phase which too often leads Project Managers to not spending enough time on key set-up areas, or even by-passing them. In our new White Paper 2016-13 ‘Project Start-Up Essentials’ we discuss some key steps of Project Start-Up and present Project Value Delivery’s roadmap to Project start.

PVD project setup process

The objectives of Project start-up should, in general, be the following (in that order):

1. Recovering all relevant data and knowledge from the feasibility study / tender phase – this includes a comprehensive set of data together with softer knowledge about the Project and Client context,
2. Formalizing the Project Objectives and related KPIs (refer to our White Paper 2012-13 ‘Define Clearly your Project Objectives! Why is this Key Project Step so Often Skipped?’
3. Establishing an effective Project core team, which includes:
   o Mobilizing relevant personnel,
   o Defining organization, roles and responsibilities,
   o Organizing a proper working space (Project Office) in a format that enhances collaboration,
   o Establishing adequate processes for information management and decision-making,
   o Ensuring that the team reaches an effective team performance level as quickly as possible,
4. Detailing and confirming the Project execution plan and strategy, and establish the relevant baseline (Scope, Cost, Schedule, Master Document Register, Procurement Plan, manpower plan). The baseline also includes a consistent breakdown structure used throughout the Project for all data gathering and processing,
5. Establishing clear accountabilities in terms of cost and schedule according to the Project breakdown structure,
6. Establishing adequate communication and information protocols within the Project and with the key Project stakeholders (which will include Senior Management, Project sponsor, Discipline Managers in the organization as well as Client/Owner and main vendors and contractors).
   This involves in particular the implementation of:
   o A consistent data structure across all functions to allow for proper data exchange and comparison consistent with the
   baseline setup,
   o Relevant periodic reporting protocols and forms, as well as the development of a relevant stakeholder management strategy.

Find this process detailed and more in our new White Paper 2016-13 ‘Project Start-Up Essentials’!

How to Produce an Adequate Integrated Project Schedule

The Integrated Project Schedule is an essential coordination tool in Projects, in particular because it focuses on the interfaces between different functions. In our consulting interventions we often notice that Integrated Project Schedules do not have the expected quality. This necessarily leads to poor decisions being taken on the basis of inaccurate data. In our new White Paper 2015-18 ‘How to Produce an Adequate Integrated Project Schedule’ we summarize the expected properties of Integrated Project Schedules and how to build them properly at the onset of a Project.

Useful principles include in particular:

• Make sure the schedule is fully aligned with the Project’s objectives and strategy,
• Concentrate on the interfaces between functions,
• The typical duration of an activity should cover a number of reporting periods,
• Very early activities (in the first 2-3 months) and close-out activities should be represented by sets of milestones rather than activities that would be tracked with physical progress,
• The activities should be easy to update with actual physical progress measurement,
• Vary the detail of the sequences of activity according to their criticality,
• Use custom fields to code the activities according to all the different views and filters you intend to use,

Project managers and their teams have all sort of excuses about not having the time to lead a proper review and development of their Project’s Integrated Project Schedule. It is true that at the onset of Project execution the amount of tasks to be done is daunting. At the same time, would you sail for a long voyage without a proper map that would serve you to take navigation decisions?

Producing a useful Integrated Project Schedule is arguably the most rewarding investment that can be done at the start of Project execution. The investment will redeem itself through proper positioning and relevant decision-making throughout the Project life.
Take the time to devise a proper Integrated Project Schedule. Do it as a team with representatives from all functions, aiming at the Project purpose and goals. It is really worth it.

Discover principles and methods in our new White Paper 2015-18 ‘How to Produce an Adequate Integrated Project Schedule’.

What is Project Control? Coverage, Reach and Project Control Manager Role

Project Control as a stand-alone discipline is often only formalized on large Projects. On smaller Projects, it is generally the Project Manager himself that effectively performs its duties. Still even when it is identified as a role its coverage and reach varies between organisations. In our new White Paper 2016-12 ‘What is a Project Control Manager? Coverage, Reach and Roles’ we take position on what the Project Control Manager should cover to be successful in effectively supporting the Project Manager during the Project’s execution.

In particular, we believe that the following areas should be included systematically in the remit of the Project Control Manager:

• Cost Control,
• Schedule Management,
• Project Risk Management,
• Main Contract Management (for Contractors),
• Document Management.

We consider that the following should be excluded:

• Procurement, because it is a major discipline by itself in EPC projects
• Accounting & Finance, to keep independence with respect to Cost Control

In terms of terminology, we prefer to use ‘Project Control’ in the singular rather than ‘Project Controls’ because we want to highlight the fact that control overall needs to be exercised on Project execution, and not just the implementation of a series of juxtaposed controls. Control needs to be comprehensive.
‘Project Services’ is often used when Procurement is part of the scope. It is also sometimes used when just Contract Management is added to Cost, Schedule and Risk. To avoid misunderstandings with organizations that use ‘Project Services’ in a very broad sense, we prefer to use ‘Project Control’.

Read our new White Paper 2016-12 ‘What is a Project Control Manager? Coverage, Reach and Roles’ to understand better the remit of Project Control and discover the details of the role coverage.