1st Edition
The Practitioner Handbook of Project Controls
Although projects always carry risk, too many projects run late or exceed their original budgets by eye-watering amounts. This book is a comprehensive guide to the procedures needed to ensure that projects will be delivered on time, to specification and within budget.
Eight expert contributors have combined their considerable talents to explain all aspects of project control from project conception to completion in an informative text, liberally supported where necessary by clear illustrations.
This handbook will benefit all project practitioners, including project managers and those working in project management offices. It will also provide an invaluable guide for students studying for higher degrees in project management and its associated disciplines.
PART I: GETTING STARTED
1. Project fundamentals
Dennis Lock
Different types of project
Stakeholders
Multiple projects and programmes
Professional organizations
2. Introducing project controls
Dennis Lock
The project controls environment
Questions of priority
Project specification and scope
Contract administration
Purchasing and materials control
Cash flow
Progress against schedule
Controlling risk
Project people
Health and safety
Quality and reliability
3. Project authorization
Shane Forth and Dennis Lock
Internal projects
Project authorization
Project registration and numbering
Conclusion
4. Control principles
Dennis Lock
Control cycles
Principles of planning and scheduling
Controlling progress
Controlling project costs
5. Essential Coding Structures
Dennis Lock
An introduction to codes
Coding consistency throughout an organization
Organizational breakdown structures and codes
Resource codes
Project identifier codes
Coded work breakdown structure
Cost breakdown structure
Avoiding unnecessary complication
Part numbers
PART II: PROJECT ORGANIZATION
6 Organization structures
Dennis Lock
Introduction to organizations and management control
Coordinated project matrix organizations
Balanced matrix organizations
Team organizations
Conclusion
7. More complex organizations
Shane Forth
Hybrid organizations
Contract matrix organizations
Joint venture and consortium organizations
Joint venture integrated team organizations – what can go wrong?
8. The project management office
Shane Forth
What’s in a name?
PMO organizational structures
Different types of PMO
Essential PMO services
Staffing a PMO
Conclusion: challenges for the PMO manager
PART III: COST CONTROL
9 Introduction to cost accounting
Dennis Lock
The finance department
Costs
Direct labour costs
Accounting for project materials costs
Credit control
Conclusion
10 Introduction to cost estimating
Dennis Lock
Relevance of cost estimating to project controls
Reliability and accuracy of project cost estimates
Project definition
Documenting the project cost estimate
Overhead costs
Below the line costs
11 Cost estimating for construction
Shane Forth
Optimism and risk
The importance of project scope definition
Foreign currency exchange rates
Lang and Hand factors
Predicting labour hours: use of norms at composite and elemental levels
International location factors
12 Cost estimating accuracy
Shane Forth
The myth of accuracy in cost
Degree of confidence in cost estimates
Rating the project definition
Estimate scorecard
Reference class forecasting
Documenting the estimate basis
Meetings during cost estimating
Reviews and checks
13 Project cost accounting and control 1
Dennis Lock
Introduction
Cost control interfaces
Cash flow
Levels of authority for project expenditure
Timesheet management
Conclusion
14 Project cost accounting and control 2
Dennis Lock
Overhead costs
Cost reporting
Debtors
Close out
PART IV: SCHEDULING
15 Basic planning methods
Dennis Lock
Identifying and listing the project tasks
Estimating task durations
Elementary planning methods
Gantt charts
Project milestones and their implications for project control
16 Critical path planning
Dennis Lock
Introduction to critical path methods for project planning
Activity-on-arrow networks
Different kinds of float
Activity-on-node (precedence) network diagrams
More detailed descriptions of float and slack
Sketching an initial network diagram for a new project
Calendars and calendar dates
Schedule errors
A case example of planning to rescue a project in distress
17 Accelerating the project
Tony Marks
Reviewing the duration estimates and project milestones
Accelerating project tasks
Compensation factors for the costs of accelerating work
Conclusion
18 Scheduling project resources 1
Dennis Lock and Tony Marks
Introduction
Scheduling people with specific skills for project tasks
Threshold resource levels
Scheduling cash flows
19 Scheduling project resources 2
Tony Marks
Introduction
Resourcing the plan
Resource planning and aggregation
Levelling the resource schedule
A simulation example
Predicting expenditure and cash outflows using the project schedule
The schedule baseline
Software options
Conclusion
20 Schedule technical integrity
Shane Forth
Introduction
The human factor
Review of good practice
Documenting the schedule basis
Maintaining technical schedule integrity throughout the project lifecycle
References and further reading
21 Controlling project manufacturing
Aydin Nassehi
The P:D ratio
Sequencing
Production management strategies
Material requirements planning
Manufacturing resource planning
Lean production
Interfacing production management and project management
22 More specialized scheduling
Dennis Lock
Standard project start-up plans
Rolling wave planning
Line of balance techniques for construction projects
Critical path network modules and templates
Conclusion
PART V: RISK MANAGEMENT
23 Introduction to risk management
Tony Marks
Introduction
Insuring against risk
Introduction to project risk management methods
Risk cultures
Risk management and opportunity
Costs and benefits of risk management
24 Qualitative risk management
Tony Marks
Introduction to risk management processes
Stage 1: Risk identification
Stage 2: Risk impact analysis
Stage 3: Risk probability analysis
Stage 4: Calculating and using risk exposure values
Stage 5: Risk mitigation
Stage 6: Risk monitoring and review
The important role of risk registers
25 Quantitative risk management
Tony Marks
Introduction
Monte Carlo simulation
Mapping the risks
26 Useful risk management tools
Tony Marks
Introduction
Brainstorming
Evaluating risk and reliability using cause and effect diagrams
The Ishikawa fishbone diagram
Check sheets
Problem analysis using the ’5 ‘Why’ method
Concentration diagrams
Pareto charts
Risk breakdown structures
Decision-making risks
Decision tree analysis
Delphi technique
SWOT analysis
PART VI: PURCHASING AND CONTRACTS
27 Controlling purchasing
Dennis Lock
Introduction to the law of contract
Local small value purchases made informally
Enquiry and purchase schedules
Purchasing lifecycles
Communications between the project engineering and purchasing functions
Monitoring project purchasing costs
Shortage lists
Inspection and expediting
Transport arrangements
Audit and fraud prevention
28 Project contracts
Shane Forth and Dennis Lock
Maintenance and service contracts
Composition of contract documents for project operations
Contract terms and payment structures
Contract variations
Contract administration
PART VII: MONITORING AND MEASURING FOR CONTROL
29 The integrated baseline
Alan McDougald
Individual project baselines
Creating initial baselines
The integrated baseline
30 Reviewing the integrated project baseline
Shane Forth
Preparation
Overview of the IBR process
Typical IBR questions in structured and semi-structured interviews
IBR closeout
31 Managing progress
Dennis Lock
General observations
Relevant management styles
Progress measurement methods
Corrective measures
When the news is bad
Updating schedules and records
Managing the progress and quality of purchased materials and equipment
Priority allocation in manufacturing projects
Progress meetings
Progress reports
32 Controlling changes
Dennis Lock
Change factors in relation to project control and performance
Design freeze
Change requests and documentation
The change decision process
Emergency procedures
Documentation
Actions after a project change has been requested
Build schedules and traceability
When project changes are welcome
Effect of changes on earned value analysis
33 Performance measurement and analysis
Tony Marks
Introduction
Measuring earned value
Benefits of earned value analysis
Key performance indicators used in earned value analysis
An earned value case example
Earned value analysis reliability
What if the prediction is bad?
34 Forecasts and corrective actions
Dennis Lock and Shane Forth
Forecasting
Warning signs
Methods for accelerating progress
Unconventional rescue methods
Desperate measures
Calling in the doctor
Keeping the stakeholders informed
PART VIII: INFORMATION AND COMMUNICATIONS
35 Communications and documentation
Dennis Lock
Communicating work instructions
The push-pull nature of project communications
Project communication standards
Escalating issues
Document ownership and retention
Registers and schedules
36 Controlling archives
Dennis Lock
Data handling and storage policy
Reasons for retaining project documents
Coding data for filing and retrieval
Storage media
Care of documents in transit
Disposal
37 Meetings
Dennis Lock
General
Too many meetings?
Project meetings room
Conduct of formal meetings
Kick off meetings for new projects
Initial meetings for in-house management change projects
Project progress meetings
38 Giving controls high visibility
Shane Forth and Dennis Lock
Flip charts, whiteboards and blackboards
Bar charts and Gantt charts
Histograms
S curves
Pie charts
Sticky notes
Flow charts
Likert charts
Line of balance charts
Matrix charts
Bubble diagrams
RAG indicators
Photography
Dashboards
4D building information management
PART IX: ASSURANCE AND GOVERNANCE
39 Project reviews and audits
Alison Lawman
Introduction
Purpose of reviews
Types of reviews
Audits
Project audit
Challenges
40 Governance of controls
Tony Marks
Introduction
The OGC and P3M3
Maturity levels
Conclusion
PART X: PEOPLE
41 Managing project people
Nigel Hibberd
Communication
Motivation
The project team
People affected by management change projects
42 Performance improvement methods
Dennis Lock
Communities of practice
Action learning
Benchmarking
43 Managing yourself and your career
Lindsay Scott
Introduction
Bodies of knowledge: professional associations
Continuing professional development
Taking time to reflect
Relevant skills
Work-based behaviours
Managing your career
Future careers in project controls
PART XI: CASE EXAMPLES
Case A: The Herbert-Ingersoll Tragedy
Dennis Lock
The owners
The start-up plan
The downward spiral to disaster
Case B: The Channel Tunnel Project
Dennis Lock
Outline project description
Flaws in the business plan
Success or failure?
Case C: Losing and regaining control
Dennis Lock
Background and organization
The important relationship between organizational structure and ability to control
Biography
Dennis Lock began his career as an electronics engineer in a research laboratory, but has since served many years in project and administration management in the heavy machine tool and non-ferrous mining industries. Dennis has also carried out successful consultancy assignments in Europe and the United States, and was for eight years an external lecturer in project management to master’s degree students at two British universities. He is a fellow of the Association for Project Management and a member of the Chartered Management Institute. As a best-selling author, he has written or edited well over 50 books, many published in multiple languages.
Shane Forth is a Fellow of the Association for Project Management and the Association of Cost Engineers with over 40 years’ experience in the oil, gas, nuclear power and other industries. As ‘GO FORTH’ he provides consultancy services to help organizations develop the skills of their project management people. Shane sits on working groups and lectures at universities and events. For his MSc he won the Stephen Wearne Award for best overall performance. He also won APM’s Geoffrey Trimble Award for best master’s post-graduate dissertation. Shane has been honoured twice by the Engineering Construction Industry Training Board (including a national award for individual leadership and significant contribution to training and development).
"I have been working in the project controls industry for over 30 years now and personally, I’ve always struggled to find an expert-based all-in-one book that could confidently tackle in-depth project controls topics. Thankfully, today, the current project controls professionals are blessed to have this wonderful handbook; The Practitioner Handbook of Project Controls. Shane Forth and Dennis Lock unveil the secrets of decades worth of project controls experience across many industries and mega projects; not only with the ambitious project controls professionals who needs to excel in their careers, but also within all levels of project and construction management individuals. This unprecedented project controls ‘Practitioner Handbook’ is an indispensable and a must-have reference to guide projects teams. This book ensures the successful delivery of projects throughout all the project stages from pre-initiation all the way to construction completion, operation and maintenance… Additionally, the authors share this invaluable knowledge along with some practical case examples from real-life projects. I would highly recommend this book to all my colleagues within project controls, construction management, project management and construction contracts admission practitioners. The Practitioner Handbook of Project Controls is simply an essential roadmap for any project’s success!" -- Dr Monir Moustafa, Senior Project Controls and Governance Director