Project Controls Expo, 13th Nov 2013 - "Challenges in Project Controls" By Jim Malkin
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This document summarizes some of the key challenges faced in project controls. It begins with an introduction to the speaker, Jim Malkin, and his background. The main body then discusses common issues seen with scope, cost, schedule, risk, and quality management. For each area, it provides brief examples of challenges experienced in practice, such as differences in expectations around scope between the customer and project team, lack of project manager input into budgets, unexpected start dates, and failure to see risks outside of the initial project bid.
Project Controls Expo, 13th Nov 2013 - "Challenges in Project Controls" By Jim Malkin
- 1. Copyright @ 2011. All rights reserved Challenges in Project Controls Project Controls Expo – 13th Nov 2013 Twickenham Stadium, London
- 2. Copyright @ 2011. All rights reserved About the Speaker Jim Malkin Currently the Director IPM -‐ InternaLonal for Deltek. Previously the PMO Director for General Dynamics European Land Systems where he led the implementaLon of professional development, process development, project management tools and pracLces across the business for the enLre project lifecycle from business capture through to project compleLon. Jim has over 18 years of project management experience across many industry sectors and has been volunteering for the AssociaLon for Project Management (APM) since 2002 and is a member of the Planning, Monitoring & Control Specific Interest Group (PMC-‐SIG).
- 3. Copyright @ 2011. All rights reserved Scope Cost Schedule Risk Supplier HR Quality Comms IntegraAon
- 4. Copyright @ 2011. All rights reserved Scope o How many Ames have you found that when you won the work, your view of the work is different to the Customer’s view of life ? o How oHen have you had to dip into Management Reserve because you forgot to esAmate for something in the bid ?
- 5. Copyright @ 2011. All rights reserved Cost o How many Ames have you as a project manager received a budget that you had no hand in ? o EsAmaAng / Commercial silos ?
- 6. Copyright @ 2011. All rights reserved Schedule Director : This is your project, I want you to come up with a schedule. PM : When to does it start ? Director : It already has.
- 7. Copyright @ 2011. All rights reserved Risk o We looked at risk in the bid, nothings changed since. o What’s risk got to do with the day to day issues we face – risks are all in the future !
- 8. Copyright @ 2011. All rights reserved Quality o What does quality have to do with project controls, that’s for producAon isn’t it ? o Everyone knows how much of a waste Quality Audits are.
- 9. Copyright @ 2011. All rights reserved HR o People are placed on the Project with liVle or no knowledge of the project. o My Project Management staff have no clear ‘home’
- 10. Copyright @ 2011. All rights reserved Supplier o I can’t tell what’s happening unAl they deliver. o My cash-‐flow on this project is adversely affected by the suppliers.
- 11. Copyright @ 2011. All rights reserved CommunicaAons o It takes so long to get our period end data ! o There is so much informaAon, I can’t make head nor tales of it.
- 12. Copyright @ 2011. All rights reserved IntegraAon o Not everyone turns up to the status meeAng and those that do aren’t forecasAng well. o Change is out of control – the scope is creeping.
- 13. Copyright @ 2011. All rights reserved SoluAons to challenges in Project Controls o Define the scope of the project well and document it. o Ensure that all the deliverables are focussed on in the project execuAon o EsAmate the Project the way you plan to execute it. o Create a clear Basis of EsAmate with AssumpAons. o Ensure the Financial contractual condiAons fit the project. o Create a challenging schedule baseline o Make risk management part of the day-‐to-‐day business o Embed Project management and Project Controls into the Quality Management System o Use Quality Audits to drive acAon through the Project Controls o Develop your Project Control Staff o Integrate Major Suppliers as parts of the Project Team. o Ensure ‘One source of truth’ for communicaAons. o Target Project InformaAon to Project Roles o Implement an Integrated Change Management Process