Managing Complex Industrial Projects
Safety, schedule, quality, and budget. The success of a construction project rides heavily on managing these four variables. When one changes, so will others. With multiple projects and constant change, contractors demonstrate a commitment to project success by fostering a project management culture.
The Best First Step
Excellence in project management begins with setting up a Project Management Organization (PMO). The PMO leads the effort to establish project standards and step-by-step processes. The mantra here is project quality and consistency. Contractors who ask pertinent questions are thinking about their PMO process, putting thought into customer needs, and working to make sure critical steps aren’t missed.
Hardworking Software
Out of the box, project management software comes with some generic processes. Customizing software to project standards and specialized processes makes it easier for project managers to juggle the inevitable. Has the schedule been compressed? Is a vendor behind on material delivery? Are there additions to scope of work? All of these issues are able to be visualized in relation to other project variables.
Plan the Work, Work the Plan
Project management begins early with an invitation to bid. Customer data evolves into a preliminary schedule and budget. Proposals are informed rather than an arbitrary “best guess” that later creates frustration. Once a project is underway, the schedule gives the project team—from kickoff to completion—a snapshot of the work breakdown structure. Daily and weekly reports are meaningful with data such as work completed, upcoming work, any safety issues, items needed from the customer, delays, materials/equipment received, and so on.
Prepared for Success
Contractors with a strong project management process are prepared to answer questions about how they will manage the variables: safety, schedule, quality, and budget. The end goal is project success, and the process begins long before work starts.
