How to Check the Project Team Health, and Why the Role of the Project Control Manager is Essential

The key success factor in any Large and Complex Project lies in the health of the Project Team. The ability to really work effectively as a team is essential, as well as the ability to avoid blame – in particular when things do not develop as expected. The Project Control Manager is often the key person to implement a Project Team Health monitoring. In our new White Paper 2017-07 ‘How to Check the Project Team Health And Why the Role of the Project Control Manager is Essential in that Respect’ we give a framework to check the Project Team Health.

The success of Project execution is very much related to the health of the Project Management Team as a team. Essentials include:

• The effectiveness of the team in coordinating their priorities and efforts (including meetings),
• The capability for team members to compensate the weaknesses of others and go out of their way to support the Project in critical moments,
• The capability for open debate before decision-making, and a clear execution discipline after decision-making,
• Consistent behavior on important values such as quality and safety,
• A strict no-blame structure even when things do not work out as expected,
• At the same time, the capability to take immediately action directly and to the point, without blame, when people do deviate from the expected norm of behavior or from the established values. This will reinforce progressively values and behavioral norms.

Because at the end of the day, a Project is a human adventure (refer to our White Paper 2013-01 Projects are First of All a Human Adventure: Why You Can’t Manufacture Projects on a Standardized Assembly Line’, it is on the team health aspect that a Project will or not be successful. For a Project Control Manager, being a ‘trusted advisor’ to the Project Manager also requires to be able to seize the subtleties of Soft Power and help shape a winning Project team.

Apprehension of the cultural issues at stake, the ability to conduct effective workshops, monitoring the Project team’s health and acting in case of an issue, are essential capabilities of the successful Project Control Manager.

Read our new White Paper 2017-07 ‘How to Check the Project Team Health And Why the Role of the Project Control Manager is Essential in that Respect’ !

Related read: our White Paper 2013-14 ‘How a Diverse, Effective Team is the Only Way to Overcome Complexity’

If you can’t access the links to the white papers, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-07_Project_Team_Health_v0.pdf and http://www.projectvaluedelivery.com/_library/2013-14_Overcome_Complexity_Team_v0.pdf

How to Make Project Supply Chain Management Successful

Effective Supply Chain Management is a key success factor in Projects. From our observations, we have identified several best practices that help make Project Supply Chain a success. Some may be counter-intuitive. In our new White Paper 2017-15 ‘Project Supply Chain Management Best Practices and Success Factors’ we examine in detail those specific practices that make Supply Chain successful in Projects.

Logistics risks materialized

Key best practices include:

Organizational best practices

• Embed Supply Chain as part of the Project Team
• Budget properly all Supply Chain positions (in particular for post-award activities)
• Recognize the difference between supplier and subcontractor

Pre-award best practices

• Implement a proper procurement planning and schedule
• Deal properly with long-lead items
• Implement a tight interface with Engineering
• Do not seek the lowest bidder – seek the bidder with the highest delivery reliability

Post-award best practices

• Avoid losing time before the start of manufacturing doing paperwork
• Do not mix expediting and inspection responsibilities and accountability
• Implement proper package management on complicated purchases and subcontracts
• Implement proper timely receipt at site
• Focus on logistics to avoid losing items
• Preserve properly
• etc.

Supply Chain success in a project mainly lies in planning properly and then keeping the schedule. This often means to be careful with promises regarding delivery dates, and taking the safe road of proven suppliers and subcontractors that have a track record of keeping schedule.

Working as a project team is also a key success factor, requiring the Supply Chain team to be deeply embedded within the project team to address as a team the daily challenges of project execution.

Get more detail for successful Supply Chain in projects in our new White Paper 2017-15 ‘Project Supply Chain Management Best Practices and Success Factors’, our second white paper in a series of five on Project Supply Chain!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-15_Project_SCM_Success_Factors_v0.pdf

How Project Control Managers Can Step Up To Their Strategist Role

In complex Projects, strategy is about taking a medium/long term view and devising long-term action plans. Strategy is all about making sense of current events with sufficient perspective so as to respond adequately to what is happening. This capability builds on a systemic understanding of all the key drivers of Project success. In large Projects, the Project Control Manager is the only Project Team Member apart from the Project Manager that has the time and the means to develop that strategic capability. In our new White Paper 2017-06  we explore how Project Control Managers can step up to the necessary strategist role.

The keys to success include making sufficient time and keeping sufficient resources for the strategist role:

• Spend sufficient time on forecasting apart from actuals gathering and reporting,
• Always look for the root-cause beyond the obvious,
• Exploit inconsistencies from different functions as signals for evaluation.

There are three levels at which the Project Control Manager can operate in his role as Project strategist:

• A basic level, where after the initial setup period the Project Control Manager positions himself as the go-to person of the Project Manager for any kind of analysis, scenario planning and forecast,
• An intermediate level where the Project Control Manager proactively raises to the Project Manager those deviations which appear after analysis to have possible significant consequences, as well as any evidence of a dysfunction in processes applied by the Project team,
• An advanced level where the Project Control Manager will propose creative, not immediately obvious strategies to enhance the value of the Project, taking a long term strategic view. These strategies often require a very long consistent implementation to be effective. At this level, the Project Control Manager acts effectively as a deputy Project Manager.

The Project Control Manager must develop into a trusted advisor to the Project Manager. He must make the time after Project start-up to play an indispensable role of taking systematically a medium to long term view and help the Project Team respond rather than react to external events. Further, the Project Control Manager must be a key contributor and primary implementer of the Project strategy, in particular regarding Contract management. The full availability of Project data must enable him to develop fine analysis of events, identify Weak Signals and propose improvements and alternatives for the benefit of the Project.
Being relatively sedentary the Project Control Manager should also act as the reliable delegate of the Project Manager when he is on the road.

Read our new White Paper 2017-06 ‘How Project Control Managers Can Step Up To Their Strategist Role’!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-06_PCM_strategic_role_v0.pdf

How Different Supply Chain Management is in Project-Driven Organizations

Supply Chain Management in projects is different. This is not obvious and not always identified by procurement specialists who stem from other industries such as manufacturing or operations. The main issues are the uniqueness of the purchases due to the specifics of the project deliverables, Client unique specifications/requirements and the driving delivery time factor relating to actual project progress. In our new White Paper 2017-14 ‘How Different Supply Chain Management is in Project-Driven Organizations’ we detail the reasons for these differences and what particular activities need to be emphasized in projects.

Procurement departments in other industries such as manufacturing or facility operations are generally heavily weighted towards pre-award activities. Their central concern is developing category strategy, supplier networks and get the best deals. The items and services procured are generally repetitive and commoditized, which allows for clear codification, strong benchmarks and continuous improvement initiatives, as well as initiatives to benefit from series effect, volume savings and discounts. Post-award is often not too much a concern, because some storage buffers often exist at the point of utilization. In some extreme cases such as lean manufacturing, the supplier takes the responsibility of adequate logistics, based on repetitive cycles, and the establishment of close-by production facilities justified by the volumes.

On the contrary in Projects, because the items or services bought are unique, pre-award activities cannot be so well optimized. On the other hand, availability at the right moment on site to allow the project to proceed is extremely critical. This is compounded by the fact that many industrial projects happen in remote or difficult to reach places, or involve inter-continental transportation of large equipment. Therefore, post-award management should be the focus of Project Supply Chain.

Supply Chain Management in projects encompasses some specific aspects that need to be considered. There is much more focus on post-award management that in most other industries and this needs to be fully understood by the Supply Chain Managers. Also, it requires more and stronger interfaces with other project disciplines and working as team is essential. Read our our new White Paper 2017-14 ‘How Different Supply Chain Management is in Project-Driven Organizations’ for more details!

This is a first Paper in a series of 5 papers on Supply Chain Management on Projects. Don’t forget to register to get those delivered directly on your email!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-14_How_SCM_different_in_projects_v0.pdf

Why the Contractor Should Own the Float in Lump Sum Projects

One of the most controversial issues in Project scheduling is the question of float ownership. Opinions vary in this respect and it also greatly depends on the format of the contract. The uncertainty on the outcome of the debate leads to float being hidden in Project schedule. As a result it is not really controlled by the Project Manager and this leads to significant performance issues. We firmly believe that the Contractor should own its float, and that it should be made visible in the schedule in the form of a buffer to constraint delivery and measure performance. Discover why and how in our new White Paper 2016-10 ‘Why the Contractor Should Own the Float in Lump Sum Projects, and Why The Float Should Be Made Visible’.

In contractual discussions related to schedule, the respective responsibility of the Owner and of the Contractor is always a matter for debate. These issues have created a large jurisprudence which evolves constantly, and is the subject of many contract management books.

One such subjects is the ownership of the float, i.e. the time lapses between activities or at the end of the project, which allow some buffer, and which can be used to cushion delays without impacting completion dates.

We believe that for lump sum contracts or equivalent, a general rule should be that the Total Float should belong to the contractor up to the point of showing it plainly in the Project schedule, in order to protect it.

Explicit buffers can then be used to protect the Contractor against consequential impacts of Client delays, as shown in an example in the White Paper and below.

Float ownership is a serious issue and ideally an understanding should be reached between Client and Contractor that should allow the Contractor to materialize explicitly a Project Buffer in the schedule. This practice has the benefit of increasing Project delivery reliability, gives a much better handle on the Project Manager about the usage of its resources, and potentially induce easier demonstrations of Extensions of Time. Read our new White Paper 2016-10 ‘Why the Contractor Should Own the Float in Lump Sum Projects, and Why The Float Should Be Made Visible’ to understand better the issue.

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2016-10_Float_Ownership_v0.pdf

Why Holding Workshops is Key to Accelerating Project Start-up

Project start-up is a particularly hurried phase and we often hear project managers and other project team members state that they are too busy to have time for workshops. However, properly conducted workshops will significantly accelerate setup and project preparation compared to traditional work approaches. In our new White Paper 2017-13 ‘Why Holding Workshops is Key to Accelerating Project Start-up’ we examine why it is the case, which workshops are particularly important to hold and what are the required features of productive workshops.

Properly prepared and facilitated, workshops are efficient ways to co-create shared understanding and plans. The reasons are fourfold:

• Bringing together different and varied points of views and experience to enrich the discussion,
• A dedicated span of time without interruptions to consider key issues,
• Confronting points of view thus enabling the emergence of new approaches, and the shared realization of challenges and opportunities,
• Reaching a shared vision of reality that will allow and intrinsic alignment of the team during execution.

In addition, during the project start-up phase, as team members have been gathered to execute the project, workshops serve as an excellent occasion for teambuilding.

The resistance of many people to the workshops concept might be due to past negative experiences where “workshops” were conducted which were simple meetings without proper framing, resulting in poor productivity and feel of loss of time.

Real workshops need to be properly prepared and facilitated to be effective.

Holding effective workshops is the most efficient way of supporting project start-up. This is not understood by many project teams, possibly because of the lack of properly facilitated workshop experience and the lack of experienced facilitators.

Our experience is that properly effective workshops can save weeks of conventional office collaboration and accelerate dramatically the project start-up while producing high quality deliverables that will allow the project to start on the right foot with a realistic execution plan and an effective organization. Find how in our new White Paper 2017-13 ‘Why Holding Workshops is Key to Accelerating Project Start-up’ !

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-13_Workshops_Acceleration_v0.pdf

Why It Is Important to Run Independent Data Checks and Project Reviews

An easy manner to avoid being blind to a Project that is failing is to organize independent data checks and independent Project reviews. Unfortunately it takes a certain level of organizational maturity to implement these processes. In our new White Paper 2017-05 ‘Why It Is Important to Run Independent Data Checks and Project Reviews’ we expose how to organize these independent checks and why they are so important.

Independent data checks should be focused on the most critical issues for the Project (activities close to critical path, cost items most prone to large deviations), and/or the suppliers and contractors for which limited track record exists. Still it is also important to include some random checks on less critical elements to verify that the overall data available is not corrupted.

In an interesting parallel with the independent data checks for data assurance, we believe that the Project Control Manager should also implement an independent communication check program. This aims at ensuring through an independent check the effectiveness of all the formal communication channels providing data to Project Control.

The most essential element of independent checks is to expose the Project from time to time to external eyes at the detailed level. The form of this exposure varies but generally involves a team of experienced external reviewers spending one to two weeks within the Project, in the Project office as well as on the construction site where relevant.

Having outsiders will allow a fresh view on the Project execution and its strategy. The review if successful will confirm a number of actions and will ask challenging questions on other areas.

Due to some organizational cultural reasons some of these independent checks are not always implemented whereas they do provide consistently substantial value to Projects, and provide assurance to senior management that what is reported is consistent with reality. Independent reviews and check must be applied, in particular if there is resistance from the Project, which may indicate that some issues might need to be uncovered.

Read our new White Paper 2017-05 ‘Why It Is Important to Run Independent Data Checks and Project Reviews’ to understand better how to run independent checks on your projects!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-05_Independent_Checks_v0.pdf

How to Overcome the Paradox of Project Control: Traditional Management Control or Support to Project Piloting?

The terminology ‘cost control’ or ‘project control’ stems from industrial business control, traditionally an independent function which role is to effectively police productivity and people and check for fraud. However in a project it is important that Project Control does not limit itself to pure control independently of operations: it also needs to provide the foundation for proper data allowing the project manager to pilot to the project to its destination.

This paradox – and the need to overcome the ‘control’ terminology – is not always well understood leading to Project Control administered as a pure control function depriving the project of proper navigation tools. Our new White Paper 2017-12 ‘How to Overcome the Paradox of Project Control: Is it Traditional Management Control or Support to Project Piloting?’ elaborates on this paradox and how to overcome it.

In spite of its name, Project Control is not involved in Business Control in the traditional understanding of the term. The term is misleading. Project Control main role is to gather data, check for its accuracy and then produce the relevant indicators that serve to steer the project towards its objectives. This role needs to happen taking into account consistently all major considerations of contract, cost, schedule and risk.

The role related to actual Business Control is very limited. We observe sometimes Project Control resources being used to provide actual Business Control functions. This can be very dangerous.

Read more about this terminology issue and the risks associated in our new White Paper 2017-12 ‘How to Overcome the Paradox of Project Control: Is it Traditional Management Control or Support to Project Piloting?’

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-12_Project_Control_vs_Piloting_v0.pdf

How to Identify and Manage Weak Signals in Large Complex Projects

Identifying and managing Weak Signals is an essential capability in all complex systems. Its aim is to enable to act before large disruptive consequences spread throughout the entire system. In general we find that Complex Projects do not listen sufficiently to potential disruptive signals. In our new essential White Paper 2017-04 ‘How to Identify and Manage Weak Signals in Large Complex Projects’ we discuss how to identify and assess these Weak Signals, with the aim to anticipate as much as possible events that will significantly alter the course of the Project.

The more complex the Project, the more:

• Isolated events will generally have consequential impacts,
• Small disturbances, also called Weak Signals (even remote from the core of the Project) can have very significant impact, up to the point of significantly disrupting the Project.

This is due to the fact that Project complexity is a direct consequence of the interdependency of activities and responsibilities between contributors.

Tracking small disturbances (Weak Signals) and assessing systematically their consequential impacts is thus an essential task. In Complex Projects, a forecasting process that would not consider Weak Signals and consequential impacts would be very insufficient.

The Project Control Manager is often the only person that can apprehend and analyse fully the consequential impacts of events – actual or potential such as in the case of Weak Signals. He must play this role systematically together with the identification and assessment of Weak Signals – internal or external to the Project. Actually the identification, observation and analysis of Weak Signals is an essential Project Control capability. Read  our new essential White Paper 2017-04 ‘How to Identify and Manage Weak Signals in Large Complex Projects’!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-04_Identify_Manage_Weak_Signals_v0.pdf

Why Time Has More Value Than Cost in a Project

Time is generally a much more important factor for Project success than cost. Delays will always create significant indirect costs and complications. Certain time options or time windows will create substantial complexity and potential for severe consequential impacts. Discipline in maintaining the Project schedule according to best practices will be essential in defending your rights should the occasion arise. In our new White Paper ‘Why Time Has More Value Than Cost in a Project And How to Defend Your Rights for Time’ we explore why time is so important, and what these best practices are that should be followed.

To better understand the consequences of delays, we explore in the White Paper the main causes of consequential impacts of delays on the project outcome and discuss extensively issues around windows and cost of opportunity.

It is essential to comply with scheduling best practice, in particular in terms of traceability of changes, to increase the chances of winning any claim related to schedule.

Time is an essential contractual issue for Projects and is the main driver of performance and most contractual discussions. Adhere to scheduling best practices to protect your rights. Understand better how by reading our new White Paper ‘Why Time Has More Value Than Cost in a Project And How to Defend Your Rights for Time’.

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2016-09_Schedule_Contractual_Aspects_v0.pdf