(PM-3253) (Presentation Only) How to Create World Class Project Management Organization?
Author(s)/Presenters(s): Dr. Nick J. Lavingia, PE
This practical presentation is based on how a company created world class project management organization that delivered pacesetter project performance. Industry benchmarking showed that these projects were safer, better, faster and cost less compared to the competition. The formula for success included:
1. Understanding project management's impact on the bottom line of the company by improving return on capital employed and ultimately total shareholder return.
2. Implementing structured project development and execution process which enabled effective communication between decision makers, multifunctional project team and stakeholders.
3. Demanding use of project management best practices to optimize safety, cost, schedule and operability of projects.
4. Insisting on the use of total cost management tools for estimating, planning/scheduling, project controls, etc. to deliver projects on time and within budget.
5. Providing project management training and certification for executives, management and project professionals.
(PM-3364) Enhancing Construction Labour Productivity and Project Performance
Author(s)/Presenters(s): Biju Jacob
In today's complex, technologically oriented and highly competitive environment it is confirmed that Productivity is key to the survival and growth of any Organization. Several studies show that the productivity of the construction industry worldwide has been declining over the past year the aim of this study is to find the constrains like Incapability of site management to organize site activities, Material Shortage, late issuance/revision of Construction drawing, Lack of Experienced Manpower etc which were impacting to on site labor productivity and improvement measures. Two case studies are presented to show construction labor productivity rates, factor affecting construction labor productivity and how to improves it. This study provides a guide for necessary steps and Innovative techniques like Last planner System and Labor Subcontracting System etc. required to aggrandize construction labor productivity and consequently, the project performance.
(PM-3387) Integrated framework for project scope packaging
Author(s)/Presenters(s): Ricardo Goncalves Alves; Glauber Francisco Alves
This paper discusses a methodological framework for Integrated Scope Packaging (ISP). This process considers packaging methods beyond the common procurement utilization, presenting a broad and cohesive framework that includes end-to-end project application. This package-centric process supports better integration of project data, allowing enhancement in project management processes and intensifying project team alignment.
In the paper, the authors will provide examples associated with the application of the ISP framework, including key interface aspects between design development, estimation processes, procurement, contract management and project control routines. Special attention will be given to the application to industrial projects, including mining and infrastructure megaprojects.
There is significant variability of how project management teams approach to this topic while ISP is not well defined in the literature. This paper will delineate the particularities to adopted this framework and will dive into the processes and methods associated with it. With this said, the authors provide a conclusion and recommendations to highlight the benefits of using the framework. The limitations of the work are presented, as well as a set of recommendation for future improvements.
(PM-3407) Challenges for Cost Control in Operations in Peruvian Small Companies of Construction
Author(s)/Presenters(s): Gloria Luz Flores Fernandez
In the last decade, Peru has experienced a growth in its economy, positively impacting all sectors, especially construction. This conjuncture brings advantages and opportunities for all, especially small construction companies. who face new challenges seeing themselves in need of implementing new management tools that allow them to obtain competitive advantages in the market. In this process, one of the main challenges is the change of its organizational culture, which tends to be of the type of young, small and weak organizations.
It exposes the main weaknesses of small companies, describing the typical internal operating processes, where the staff covers multiple functions and tasks. It also describes the internal processes of companies that do use management tools and control of construction projects.
To carry out the implementation of cost control tools in a typical Peruvian small construction company successfully, 5 stages where the processes and actions to be executed by all the company's collaborators will be described, are identified.
It is concluded that it is feasible to implement cost control tools for a small business, provided that there is a commitment from management, since the active participation and great leadership of the management is key for the success of the mentioned purpose.
(PM-3411) Improving requirement management process, dealing with informal validating process. Case study: BC Hydro
Author(s)/Presenters(s): Mohammadali Sayedyahosseini, Peng
Despite all developments in project management practices, projects encounter challenges due to scope creep, poor communication and lack of stakeholders and sponsors involvement, where requirement management lies at the heart of the issue.
BC Hydro conducted a study on 971 projects to analyze the impact of requirement changes on project objectives. The study revealed that 10% of project changes were driven by requirement changes. Also 55% of project changes, impacted by requirement change, resulted in cost overrun, 44% in scope change, and 1% in schedule overrun.
The second study was done through interviewing stakeholders in the process to investigate the reasons behind lack of maturity in requirement management by focusing on people, processes, and culture.
Notwithstanding a well-developed and detail requirement management procedure and availability of experienced people, lack of formal and transparent validating and verifying process was identified as the root cause, which was influenced by lack of consistency among individuals, lack of active and clear communication, and low traceability of requirements.
This paper is proposing a SharePoint-based tool, which will address above-mentioned process issue and bridge the gap between three separate organizations at corporate level, followed by a training module to address required cultural changes.
(PM-3470) Human Factors in Project Planning & Management: Practical Suggestions To Improving Project Outcomes
Author(s)/Presenters(s): Michael O. Onotano, EVP
The science and practice of project management has made significant progress within the past few decades. Advanced tools, improved processes, and research have contributed immensely to the practice. However, in every Industry, from high-tech to low-tech, from everyday construction to innovative research, our world abounds with scores of projects missing deadlines, overrunning budgets, failing to satisfy requirements, and or being canceled prior to completion. These failures unfortunately are not the exception but the norm. Project outcomes and successful delivery have not been impressive despite evolving practices, training of project management professionals, and availability of powerful project management tools.
Project management knowledge and tools are only as effective as their proper application by the people who use them. This paper is focused on the human aspect of project management especially at inception and during planning. It explores several biases, misconceptions and misrepresentations with historical examples to illustrate how these influence project decisions. It provides practical suggestions based on research and real-life applications that can help improve project delivery outcomes. It highlights awareness of the human aspects and recommends deliberately evaluating its impact when making project decisions because project success is mostly based on the decisions we made or failed to make.