Executing projects is like conducting an orchestra. Various inputs, resources, equipment, decisions and corrective actions have to be brought together at the right place and the right time throughout the life of a project.
Unfortunately, uncertainties get in the way. Tasks take longer, vendors don’t deliver on time, technical glitches happen, requirements change and so on. As these uncertainties unfold, even the most carefully prepared plans go awry. Execution priorities become unclear (which tasks to do first) and unsynchronized (every department, every person starts prioritizing their tasks differently). Consequently, a project is mostly waiting for something or the other.
As these wait times accumulate, projects become late, firefighting starts, and resources are pulled in multiple directions at once. Priorities keep changing and people are forced to multitask. Managers’ ability to control outcomes is compromised and they often suffer a near-total loss of control. They cannot predict when a project will finish because holdups keep happening; and they don’t know how much capacity is really needed because no matter how many resources they provide, resources are still overloaded while projects continue to run late.
The net impact is that projects take much longer than they should, deliver less scope than originally planned, and are costlier than they need to be. In addition, resources are less productive than they might be.
Client can benefit by On-time/reduced project time
EPC Contractor can benefit by
Construction Contractor can optimize their resources without resorting to bad multitasking
Key Suppliers can benefit by getting a share of the value created using their co-operation
Critical Chain Project Management Solution for planning and execution of large Capex projects.
Constitute a Project Management Office (PMO) program to institutionalize best project management practices. The objective of PMO would be to