Rethinking Interface Management – Bob Prieto
Today’s infrastructure and facilities are “smart.” These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry.
Large Complex Projects
Stakeholder Management in Large Complex Programs
Large complex programs require more expansive stakeholder programs than what might be traditionally experienced even on the largest single projects.
Project Selection in Large Engineering and Construction Programs
One of the most important steps in the implementation of a program management approach is the selection of the projects that will comprise the program.
Decision-Making Under Uncertainty
This Executive Insight examines the special case of decision-making under uncertainty.
Giga vs Traditional Projects
There is a tendency to think of the essential difference between mega/giga projects and more traditional sized projects as one of scale.
Location Factors in Large Complex Projects
Large complex projects require a degree of management and granularity not often found in more traditionally sized projects.
Giga Program Manager’s Checklist
Program management is about managing the challenges of scale and complexity.
Pitfalls of Mega/Giga Projects
The history of large complex projects is strewn with significant cost overruns and schedule delays. Using basic cost and schedule criteria, benchmark data indicate nominally two-thirds of such projects significantly fail.
Introduction to Large Complex Projects
This Executive Insight is intended to provide an introduction to the area of large complex projects.
Coupling in Large Complex Projects
The relationship between complexity and modularity of “systems” mirrors that of nature, where complex systems reward modularity and its ability to limit the effects of perturbations while at the same time recognizing that excessive modularity exposes the system negatively to the effects of even stronger, more systemic perturbations. The same is true for large complex projects.
Owner Readiness
This Executive Insight looks at some of these elements and suggests that formal evaluation and scoring by owners may prove to be a useful tool to assess their progress in moving toward project execution.
Managing Risk in Large Complex Programs
Importance of risk management in project execution is laid out in a ten-step process.
Flows in Large Complex Projects
This Executive Insight focuses on the “flows” present in all projects. The emphasis here is on flows that large complex projects experience. We will briefly review the “theory of projects,” define the concept of “flows,” and provide examples.
Mega Project Joint Ventures
Joint venture (JV) success in many ways rests on how strong the foundations for success have been made.
Foundations for Success
Large complex projects require strong foundations if they are to be successful. Arguably, these are the same foundations any project would require, but experience suggests otherwise.
Large Complex Programs as Open Systems
This Executive Insight looks at large complex programs from a systems perspective, recognizing that such programs are not as well-bounded as classical project management (PM) theory (as espoused by Taylor, Gantt, and Fayol ) would have us believe.
Project Kick-Off for Large Complex Projects
The underlying philosophy in this Executive Insight is one of a vertical kick-off built on strong foundations.
Contingent Execution
Large complex projects require an increase focus on “flows,” those tiny arrows we see on various charts connecting the 50-100,000 activities typical for such projects.
Case Study of a Successful Megaproject Delivery
In November 2005, the Environmental Protection Agency enacted the Base Realignment and Closure (BRAC) Program in part to reshape the Department of Defense’s infrastructure.
Website Design built by Austinite Web Design