ENSURING PROJECT SUCCESS
PRESENTATION
9th December-2015
AGENDA
 Introduction
 Project Basic Goals
 Key Project Critical Success Factors
 Todays Overview & Case Study
 Factors that caused Project Delay
 Mitigation of Project Delay
 Project Close Out Check List
 Project Close Out Report
 Lessons Learned
INTRODUCTION
 Name: James Quigley
 Role: Project Control Manager
 Report to: Project Manager
 Responsibilities: Project Controls (Cost, Risk,
Planning, Change Management, Procurement &
Sub-Contracts
 Experience: 38 years in Project Controls
 Projects: Chemical/Petro Chemical,
Pharmaceutical, Power & Nuclear Plants
 Locations: UK, US, Asia, China & South
America
PROJECT BASIC GOALS
Every Project has 4 Basic Goals:
 Lowest Cost
 Timely Completion
 Quality
 Optimal Safety
PROJECT CRITICAL SUCCESS FACTORS
 Mobilise Experienced Project Team
 Define Roles & Responsibilities
 Establish Project Goals/Objectives &Team
Buy-in
 Agreed Project Scope
 Define Contract Strategy
 Development of Detailed Programme
 Stick to the Programme
 Manage & Control of Change
 Effective Communications
 Manage Cost Control & Risk Management
CASE STUDY - Based on Chemical Plant
Constructed in 2009 -2013
 Project Contract Value - $350m
 Final “as built” Value - $950m
 Planned Construction Labour Force - 2000 men
 Actual Construction Labour Force - 6000 men
 Original Construction Duration - 2 years
 Actual Construction Duration - 4.5 years
 Reasons for Overrun – Poor Project
Management ,Poor Project Controls Etc.
KEY REASONS FOR PROJECT DELAYS
 In-experienced Project Management Team
 Team Lack and Understanding of Project Scope
 Unrealistic Project Schedule
 Poor Change Management/Approval Process
 Protracted Commercial Negotiations (Sub-
Contracts & Purchase Orders)
 Delays during Detail Design impacting Schedule
(late placement of purchase orders)
 Vendor’s Poor Performance
 Late Delivery to Site of Critical Materials
KEY REASONS FOR PROJECT DELAYS
 Local Political Issues
 Industrial Relations Issues resulting in Strikes
 Delays in Site Handover
 Contractor Performance
 Late Materials Delivery to Site
 Poor Safety Management
 Weather
 Complexity of Project
 Poor Project Closeout
MITIGATION OF PROJECT DELAYS
 Analyse Delay
 Establish Programme to Mitigate Delay
 Establish Critical Completion Milestones
 Implement Programme to Mitigate Delay
 Effective Progress & Productivity Monitoring
 Selective Overtime Working
 Review Contractors Resource Levels
 Review Contractors Performance
MITIGATION OF PROJECT DELAYS
 Alignment of “Key” Team Members
 Define Roles & Responsibilities
 Project Workshop – Identify Delay &Team “buyin” to Remaining Project Goals
 Project Scope – Realistic “to go” Project Scope
 Establish Accurate “to go” Cost Estimates
 Scope Change – Included in Estimate & Schedule
 Regular Commercial Reviews – No Surprises
 Team Willingness to Remove Road Blocks
PROJECT CLOSE OUT CHECK LIST
 Accepted Works has been signed off prior to
handover
 Uncompleted Works have been agreed, listed
& categorised “A” / “B” / “C” Items
 Time Frame Agreed for Uncompleted Works
 “As built” Documentation has been reviewed
and accepted
 Final Accounts agreed and signed off
 Close Out All Outstanding Commercial Issues
 Training (if required)
 Produce Close Out / Lessons Learned Report
PROJECT CLOSE OUT REPORT
 Did the Project Achieve its Critical Success Factors
 Project Accomplishments
 Effectiveness of Project Management Processes
 Major Issues
 Project Data – Contractor Performance
 Project Changes
 Budget Review
 PM Feed Back on Team Performance
 Customer Satisfaction
 Recommendations & Knowledge Transfer
LESSONS LEARNED
Prior to de-mobilisation of Project Team conduct a
Lessons Learned Workshop:
 Purpose of Workshop
 Objectives
 Organisation Review
 Schedule Performance (compare baseline to as-built
 Project Changes & their Impact
 Issues to Complete & Participation by Team Members
 Produce Project Final Account & Explain Variances
 Team Recommendations