Course


Effective Project Controls For Engineering & Construction Projects

Overview

Today, and more than ever, project owners, consultants and contractors are required to adopt best practices when it comes to managing their engineering and construction projects. No organization can afford to have their projects going out of control. Projects that finish late and over budget are results from failure to manage and control those projects.

In an engineering and construction project, the organization that will have the highest exposure to the damages and loses associated with project delays and budget overrun, is the organization with the weakest project controls. Why? Because this organization will be the least capable of the project organizations to support their claims for compensation or to defend themselves against claims raised against them.

Learning Outcomes

  • How to have an integrated project management control system
  • What are the objectives of the ePMCS modules in achieving the integrated ePMCS
  • How today’s available software applications can support ePMCS
  • How to implement each ePMCS module successfully
  • How to ensure that the ePMCS is conveying single version of the truth on project’s status

Outline:

Introduction

  • • Project and Program Related Definitions
  • Project Success and Delivery Pains
  • Project Life Cycle Stages and Stage Gates
  • Enterprise Project Management Control System (ePMCS) Modules
  • The ePMCS Team
  • Define the Project Responsibility Matrix (RAM)
  • ePMCS Tools

Planning and Scheduling

  • Work Breakdown Structure (WBS)
  • Organization Breakdown Structure (OBS)
  • Establish Control Accounts

Developing the Project Schedule

  • Developing the Project Schedule
  • Establish the Project Baseline
  • Schedule Update
  • Special Schedules (Loop Checks & Hydrotest)

Developing the Project Resource Plan

  • Resources Breakdown Structure
  • Estimating Activity Resources Requirements
  • Develop the Resource Plan

Progress Measurement System

  • Establishing the Progress Measurement System for FEL Phases
  • Establishing the Progress Measurement System for EPC Phase
  • Quantity tracking

Accelerating the Project Schedule

  • Acceleration Types
  • Cost Associated with Acceleration
  • Acceleration Methods
  • Risks associated with Acceleration

Schedule Delay Analysis

  • What is Schedule Delays?
  • Type of Schedule Delays
  • Schedule Delay Damages
  • Time Impact Delay Analysis

Cost and Budget Control - Developing the Project Budget

  • Type of Project Costs
  • The Cost Breakdown Structure
  • How to Document the Direct and Indirect Cost of a Work Package
  • Developing the Project Cost Estimate
  • Developing the Project Budget

Controlling the Project Budget

  • Work Breakdown Structure and Control Accounts
  • What Budgets One Need to Control
  • The Earned Value Method
  • EV Definitions
  • EV Metrics o EV Reports

Managing Changes to Project Contracts

  • Type of Project Contracts
  • Type of Project Changes
  • Project Progress Payments
  • Developing the Cost Worksheet
  • Managing Budget and Commitment Contracts

Project Reporting

  • Reporting during Pre-funding phases
  • Reporting during Execution (Post funding)

Records Management

  • Project Stakeholders and Type of Communication
  • Stakeholders Directory
  • Request for Information
  • Meeting Minutes
  • Notices
  • Letters
  • Daily Reports
  • Other type of project records

Managing Material and Shop Drawings Submittals

  • What are submittals?
  • Submittal Types
  • Developing the Submittal Register
  • Developing the Procurement Log
  • Submittal Review and Approval

Developing the Project Risk Register

  • Defining and Identifying Project Risks
  • Risk Likelihood, Impact and Score
  • Developing the Risk Register
  • Risk Response Actions

Monte Carlo Risk Simulation

  • Activity Risk Scenarios
  • Monte Carlo Simulation
  • Schedule Confidence Charts
  • Schedule Tornado Reports

Project Controls Close Out

  • Requirements for Financial Close Out
  • Compilation and submittal of project as built Data (schedules, quantities, resources, schedule LL etc.)

Duration: 

3 Days - 35 Hours 

This course is registered on PMI.org 

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