Project Control

Basically addressing the construction management and implementation of principles and techniques of project management. The context is most probably inapplicable to other fields to apply project management, such as financial operations, software development or healthcare services.

Among the main three pillars of project management; Time Control and Management is the most critical; whereas all others are collaborated in some way or another. Within Schedule; scope is developed, verified and changes, bringing time variations to the time baseline. Similarly, Cost are also embedded; as any unplanned variations of cost of materials or labor shall be create problematic situations for all parties; which in many cases would lead to slow progress or freeze.

Many project management software and applications compete to create comprehensive and easy-to-do Controls. The dominate culture would advise to collaborate the control techniques on the key three domains. It is an opportunity; yet a trap. This is one of the main reasons why software doesn’t have the driving force it should have on projects success. On the contrary; it might be a key cause for the project failure. The created confusion to balance deliberations against baselines and risks is overwhelming and destressing.

The Schedule Control should include the following processing:

• Commencement is a rational discretion of the Contractor
• Baseline breakdown into administered deliverables
• Tracking the auditable (signed off) deliverables
• Report on compliance to baselines
• Compliance means closing out

The most efforts are on tracking the deliverables; which consumed more time as per the amounts of design flaws, comments, redo, changes and drafting errors. Experience tells that these efforts will dramatically increase by nature of contract between EPC and D&B. The number of peer reviewing layers will duplicate the work, such as in D&B contracts whereas the following layers will be there to audit and certify the design documents:

• Urban Authority’s Engineer
• Urban Utilities’ Engineers
• Developer or Employer’s Engineer
• Contractor’s Engineer
• Supplier or Subcontractor’s Engineer

Usually, the Controls will be administered by the Design Managers as per the planned dates for submittals. It is standard that design stages shall be: Concept, Schematic, Detailed and IFC (Issued for Construction). Imagining communications and exchanged documents will be surprising; with the new communication digital media and applications. In a personal experience; a compound of 300 townhouse documents will generate during the design development more than 4000 documents throughout the design stages; with approximately 50,000 drawing sheets and document pages. Check Aconex.

Project Managers will create various templates and forms to records and track the deliverables throughout the project cycle. The templates will reflect the professional culture for data capturing and reporting. Not necessarily to interpret the data into graphics, unless found hard to comprehend by the audiences. However, Every PM will administer the template as per discretion, as how it will properly convey the data to the Employer. The key glimpse is about how comprehensive such template will unconditionally include and answer all questions and queries.

https://www.oracle.com/ae/industries/construction-engineering/aconex-project-controls/?bcid=5799409842001