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Managing Uncertainty and Maintaining Progress

By Robert Lucas, June 6, 2019

Imagine the following scenario: The capital project is large, multinational, and complex. It is in the early stages of the project lifecycle, and the schedule is not fully developed nor the team fully formed. Uncertainty abounds, and frustrations are building due to the perceived lack of progress. The pressure is palpable. The project has high visibility and is under increasing scrutiny from executive leadership. Their message is “We need to accelerate Phase 2” – it cannot and should not be ignored. In the midst of this, the differences of opinion within the core team on strategy and execution may be impacting progress. This scenario is not uncommon at the start of a major, complex capital project, and it is the role of the Project Manager to keep the project moving while striving to build a team of cooperative players.

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Whitepaper: Strong Project Controls are Critical to Your Success

By Jess Porter, April 30, 2019

Here's an excerpt from this whitepaper: "The hallmark of a high performing organization is the cultivation, use, and continuous improvement of their processes used to monitor and evaluate performance. As such, many organizations continue to struggle to reach a high level of performance in delivering projects, not because they don’t have project management processes, but because these processes fail to identify, track and act upon project data which indicate project health – both good and bad. Additionally, these organizations fail to use lessons learned from one project to improve their project management practices in subsequent projects.

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Whitepaper: Funding Building Commissioning Efforts

By Jay Congdon, March 14, 2019

This whitepaper examines "The Capital Project Model - Limitations, Pitfalls, and Short Comings"  as it related to Building Commissioning efforts as well as "An Alternative Method - Combined Funding, Benefits, and Advantages."

 

Written by Jay Congdon, CEM, CEA, CBCPM, CBCP, EBCP, CMVP

Jay has 12 years of experience providing Building Commissioning and Energy Engineering services for new and existing buildings. He also has 21 years of service in the Navy performing engineering duties as a nuclear trained machinists mate serving as operator, maintenance technician, and supervisor and instructor on active submarines and on operational training platforms for enlisted personnel and officers in the nuclear power training program.

Jay also has 16 years of experience in GMP manufacturing facilities performing commissioning, validation, and quality department support services for manufacturing areas, facilities, and utilities in new and renovated facilities, for upgraded processes, new equipment, and modified equipment. He has extensive qualification work for clean rooms and environmental controls systems.

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Does your project team have a common vision and goal?

By Michael Martin, October 16, 2018

Sometimes projects are conducted as a series of disconnected efforts where each team from planning, design, construction, and testing views themselves as separate entities. With each trying to finish their portion of the work and get on to their next project. These “separate” efforts have goals to accomplish, and sometimes they regard each other as the obstacle to accomplishing those goals. The downstream team often feels that the upstream team doesn’t understand the difficulties they are experiencing and that they are just trying to throw the work product over the wall and claim success. The upstream team feels that the downstream team is too demanding and will not accept something less than perfection. Conflict ensues, and the overall program suffers. 

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First 100 Days of a Capital Project

By Bill Deckert, October 31, 2017

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