by Gary Kennedy, P. Eng., PMP (2024-01-11Rev02)
Now entering 2024, there is OPTIMISM in our region for the commencement of substantially more Capital Projects than in recent years. History has demonstrated through many decades that there are a number of effective Project Management approaches to enhance a good start, including, but not limited to:
(Not in any particular order, many are in parallel and with overlap, depending on each project's situation.)
Safety is the PRIORITY, including community and environmental protection. (For example: https://www.lpsglobal.ca/post/alarming-lack-of-safety-ppe-on-industry-demos)
Engage proactively with the interests of your communities and other stakeholders. (For example: https://www.lpsglobal.ca/post/community-engagement-advice-for-project-stakeholders)
A critical subset of the 'communities and other stakeholders list' is the "Permitting" from usually a wide variety of authorities, External and Internal. Various such permissions/approvals can hold up a project before it begins, or cause a schedule crisis during execution. Of course, permits are usually mechanisms to help ensure safety, environmental, and community protections; thus, it could be disasterous to have incidents in these areas.
Permitting is also vital and legally mandatory for the "Practice of Engineering" in Canada and likely in the remainder of the world. Professional engineering and professional geoscience services for projects such as construction are (in my jurisdiction) tightly professionally self-regulated, insured, legislated, vetted, licensed. It demands a lot of responsibility, qualifications, ethics, and liability on the part of professional engineers and geoscientists.
Regardless of the experience levels of team members, a freshly formed project team will need alignment sessions to avoid very serious gaps and overlaps in project performance. (For example: https://www.lpsglobal.ca/post/project-team-alignment-sessions)
Ensure that you and your Sponsor, Client, any existing Subcontractors are set up and ready to go with an integrated Change Management System. Get this done early because changes are imminent and they can avalanche onto your desk. (For example: https://www.lpsglobal.ca/post/project-change-management-control-a-presentation)
Front End Loading/Planning (FEL or FEP) should be performed comprehensively because it is critical to the success of the remainder of the multistage project. (For example: https://www.lpsglobal.ca/post/judging-project-success-from-front-end-outcomes)
Clarify and get sign-off on the actual Sponsor's Project Requirements, including critical success factors. This is better than having the well-intentioned but premature, and possibly misguided, Scope prescribed for you by the Sponsor and Steering Committee. (For example, see this video between the 36th and 40th minutes: https://www.lpsglobal.ca/post/project-management-training-webinar-for-oceansadvance-recorded-video)
Cost and schedule estimating has to be baselined early. Once frozen as a baseline, these major engineering and construction parameters require monitoring and control to reevaluate "estimates at completion" on a regular basis. (For example, earned value management EVM implementation: https://www.lpsglobal.ca/events)
In addition, don't let the first few "quiet" days on the project fool you: actions and issues are going to come hard and fast! Thus, don't delay in setting up a detailed Project Commications Plan. Including, but not limited to: Dashboarding, Reporting (Technical and Qualitative), Emergency/Crisis Planning, Stakeholder Interfacing, Media Policy, Collaboative IT Networks, Technical Review and Approval Processes, and EFFECTIVE meetings with agendas and action items. (For example: https://www.lpsglobal.ca/post/construction-project-action-items)
And, of course, the VP's and other Executives must back up the efforts of the PM/team; thus, Championing the Project right from the beginning. (For example: https://www.lpsglobal.ca/post/championing-the-project)
There are multitudes of good Project Management advice applicable for Capital Projects, with much of it sourced from post-project evaluations, audits, and subsequent creation of PM Systems. Lessons Learned are priceless, especially when harnessed in combination with Continual Process Improvement!
(However, make sure your PM Advisory sources are credible - there is a lot of weak material floating around online.)
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