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For example, the early engineering phase of a project could be completed by one engineering firm, then the information is transitioned to a different firm to complete the design, then a handoff of information to a construction contractor and so on, with very little communication between handoffs until the project is completed. A more ideal process is a collaborative effort where members of each team/discipline & contractor are involved early in a project to provide input to the final product/process/facility, before the ‘ink dries’ and material is fabricated and installed. Numerous other tools that can support team collaboration during a project include Collaborative Design Sessions, Last Planner Scheduling (Pull Planning), Big Room concept and other tools that support effective problem solving and decision making. The Premier Resources Group (PRG) Advisors have experience using Lean IPD concepts and principles and can support your team by identifying opportunities for improvement on your projects.

In the Project Management Institute (PMI) world, Project Risk Management is one of 10 knowledge areas.. Risks should be sorted into typical project categories: project execution, engineering/design (do we have the right resources, and will they complete their tasks in the budgeted hours?), technology (is there new technology being applied on this project?), scope (will there be scope creep?), suppliers/contractors (will our suppliers deliver equipment that meets spec on time, and will our contractors have the labor force they need to deliver the project?), technical performance (will the completed project meet project specifications and guarantees?), client (will our client make last minute changes or cause delays?). Some companies even use the results of the cost and schedule analysis to adjust the management reserve of the project budget. In summary, based on my project management experience, risk management is a critical process that enables project results to be more predictable and reduce or eliminate ”gotchas”.

At the project kickoff meeting before our transition, I sensed the project team did not fully understand the execution process we were planning to use nor each other’s role in this process. Another action was to meet with the project team members and their managers and share expectations about the planned execution process. During 1:1 discussion with project team members after the training, it became 100% clear the project team did not fully understand the execution process although no one would admit to this fact if asked in a group setting. Whether PRG Advisors are brought in during the initial conceptual or definition phases, or are asked to provide peer review feedback later in the project lifecycle, our PRG Advisory Services Teams’ vast industry experience can help identify project quagmires and promote successful, and timely, project completion.

His execution strategy called for a minimal contract engineering and construction effort, and thus costs, and use existing plant technicians/managers and Corporate staff to relocate the existing manufacturing equipment to the four new sites in addition to their current full-time jobs. original execution strategy did not have the proper Business focus nor was the original stated capital cost and staffing sufficient. Rather than trying to make the best of the original plan, a new execution plan was defined including a formal strategy to move each Business to its new location. If the initial execution plan is unable to deliver the Business need, a PM must have the flexibility to revise, recalibrate and convince their management to alter the original plan.