The challenge Every project is subject to uncertainty. It might be simple estimate uncertainty or much more complicated threats that may alter the planned progression of work. Uncertainty is an inevitable aspect of most projects, especially those with more complex programmes, and even the most experience managers have difficulty handling it. They use decision milestones […]
The challenge Restricting lessons-learned data to primary, in-house stakeholders significantly reduces their effectiveness and limits their potential benefit to project improvement. Failure to learn from one’s or others’ mistakes guarantees they will be repeated. Lessons-learned programmes are implemented to prevent this repetition, ensuring that formal and informal knowledge and experience are effectively collected and shared. […]
The challenge To report the most likely project outcome with confidence. Project reporting typically focuses on a single anticipated outcome rather than showing a range of potential outcomes with their associated levels of confidence. Providing a range of potential outcomes with likelihoods: Allows early intervention when projects stray off target, thereby increasing the likelihood of […]
The Challenge Major projects require the mobilization of large design teams, which are often in multiple locations and time zones. The challenge for the project manager is to have visibility on design and coordination progress and see where the blocks are that are impeding design finalization. This is further complicated in a Building Information […]
The challenge Misalignment of design cultures handicaps infrastructure in the developing world. Many developing countries lack a clear engineering and construction culture. These countries receive loans and grants from donor countries and multi-lateral development banks. Yet, the consistent pipeline of funds is not enough to nurture need for a local engineering and construction (E&C) culture. […]
The challenge To stay “ahead of the curve” with respect to innovation in an industry that has historically lagged behind others. With P3s as a predominant model in the delivery of large, complex projects with 30-year concession periods, innovations will undeniably have an impact on such contractual agreements. As the construction and infrastructure development industry has evolved, broadening into the energy and mining […]
The challenge The global demand for infrastructure investment is estimated at about $3.7 trillion annually. In developing countries, it is driven by growing population, economic growth, urbanization, environment constraints and industrialization. Population growth, migration from rural to urban areas and the rise of a middle class of consumers will in combination create vastly greater needs […]
The challenge Revolutionary improvements in project execution and delivery are required. The current theory of project management was developed at a time when projects were more readily decomposed and well bounded. Today’s large complex projects do not demonstrate these characteristics and current project management approaches result in unacceptable project failure rates and high levels of […]
The background and the challenge Projects today are becoming increasingly complex, with greater demands on efficiency and schedules, as well as growing competition. However, quite often, even the most ambitious and well-funded efforts suffer from extensive overruns, long delays and miss realization of expectations, and in some cases, all of these combined. Considering the widespread […]