The document outlines a contractual change process between an Employer and Contractor. It involves the following key steps:
1) If a change is required, the Employer's Representative (ER) can issue a Change Notice or Design Order to advise the Contractor of the change.
2) The Contractor must then respond in writing to the ER within 14 days, either proposing changes or noting compliance.
3) The ER will review and can accept the proposal, reject it, or provide clarification. All changes must be authorized in writing by the ER.
4) If rejected, the Contractor can lodge a formal claim within 14 days as outlined in the contract.
This document outlines the phases and key activities for developing a land bridge project from initial planning through construction and commissioning. It involves preliminary engineering, design development, procurement, construction management, testing and commissioning. The main phases include: Phase A - initial planning, design development and procurement strategy; Phase B - detailed engineering design, procurement, and project execution; construction activities like civil works, systems installation, testing and commissioning. The process involves stakeholder management, design reviews, risk management, and ensuring safety, quality, and interface coordination.
Micromanaging is suggested as a way for insecure leaders to feel in control by constantly overseeing employees' work, changing decisions, and taking credit, though this comes at the expense of employees and effective delegation. The document argues that a self-centered leadership approach focused on self-gratification and treating people poorly is not conducive to real success or employee well-being.
Troubled projects experience symptoms like missed deadlines, resource issues, and changing priorities. This leads to effects like lack of progress visibility, low morale, and potential legal action. Root causes include poor planning, inadequate tracking, and lack of clear roles.
The document outlines a process for managing troubled projects, beginning with early crisis recognition and action planning. If the problem persists, it is escalated to calamity level requiring stakeholder consultation and recovery planning. Further deterioration results in catastrophe classification, where project reformulation or abandonment may be considered depending on essential nature. The key is timely management or escalation of issues to facilitate optimal decision making and outcomes.
The document outlines the importance of project planning and describes an 8-step planning process. It discusses that (1) planning allows risks and opportunities to be identified, (2) planning is more important than the plan itself, and (3) proper planning prepares contingencies for changes. However, it notes that in reality, projects often have tight timelines imposed by clients and planning typically starts after a project is awarded. The 8-step planning process described involves determining the project type, parties involved, location, scope, schedule, procurement, economics, execution considerations, and risks. The document emphasizes that thorough planning supports successful project execution.
The document outlines a contractual change process between an Employer and Contractor. It involves the following key steps:
1) If a change is required, the Employer's Representative (ER) can issue a Change Notice or Design Order to advise the Contractor of the change.
2) The Contractor must then respond in writing to the ER within 14 days, either proposing changes or noting compliance.
3) The ER will review and can accept the proposal, reject it, or provide clarification. All changes must be authorized in writing by the ER.
4) If rejected, the Contractor can lodge a formal claim within 14 days as outlined in the contract.
This document outlines the phases and key activities for developing a land bridge project from initial planning through construction and commissioning. It involves preliminary engineering, design development, procurement, construction management, testing and commissioning. The main phases include: Phase A - initial planning, design development and procurement strategy; Phase B - detailed engineering design, procurement, and project execution; construction activities like civil works, systems installation, testing and commissioning. The process involves stakeholder management, design reviews, risk management, and ensuring safety, quality, and interface coordination.
Micromanaging is suggested as a way for insecure leaders to feel in control by constantly overseeing employees' work, changing decisions, and taking credit, though this comes at the expense of employees and effective delegation. The document argues that a self-centered leadership approach focused on self-gratification and treating people poorly is not conducive to real success or employee well-being.
Troubled projects experience symptoms like missed deadlines, resource issues, and changing priorities. This leads to effects like lack of progress visibility, low morale, and potential legal action. Root causes include poor planning, inadequate tracking, and lack of clear roles.
The document outlines a process for managing troubled projects, beginning with early crisis recognition and action planning. If the problem persists, it is escalated to calamity level requiring stakeholder consultation and recovery planning. Further deterioration results in catastrophe classification, where project reformulation or abandonment may be considered depending on essential nature. The key is timely management or escalation of issues to facilitate optimal decision making and outcomes.
The document outlines the importance of project planning and describes an 8-step planning process. It discusses that (1) planning allows risks and opportunities to be identified, (2) planning is more important than the plan itself, and (3) proper planning prepares contingencies for changes. However, it notes that in reality, projects often have tight timelines imposed by clients and planning typically starts after a project is awarded. The 8-step planning process described involves determining the project type, parties involved, location, scope, schedule, procurement, economics, execution considerations, and risks. The document emphasizes that thorough planning supports successful project execution.
The document outlines four disciplines for effective execution:
1. Focus on the Wildly Important Goals (WIG) and say no to less important tasks to maintain focus on singular high-impact targets.
2. Use lead measures that influence progress on goals rather than lag measures that only track past performance. Focus on proactive actions over reactive responses.
3. Keep a compelling scorecard that visually tracks progress on goals through metrics like percentage complete. This drives accountability and engagement.
4. Create cadence of responsibility through regular focused meetings to review actions, scorecard, commit to plans, and ensure accountability for goals.
The document outlines the processes involved in project management according to PMI, including initiating, planning, executing, monitoring and controlling, and closing processes. It details the key components of each process such as developing project charter and management plans in initiating and planning; directing project execution, managing communications and risks, and conducting procurements in executing; monitoring scope, schedule, costs, quality and risks in monitoring and controlling; and finally closing the project including lessons learned in closing. Project management processes involve using methodologies, tools like PMIS and expert judgement at various stages.
This document provides guidance on writing effective letters for business or contractual communication. It outlines the key elements that should be included in a letter such as identifying the sender and recipient, including a reference number and date, clearly stating the subject or purpose, and having a main body that communicates the key information along with a clear conclusion. The document also discusses styles of address, signatures, attachments and copying other relevant parties. Well-structured letters that follow these guidelines can help formalize important communications and record decisions or issues for traceability.
This document discusses the concepts of leadership and management. It defines leadership as the ability to influence others towards achieving goals and visions. Leadership requires inspiring followers and gaining their willingness to follow, while also acting in a socially responsible manner. Management is defined as planning, organizing, and controlling tasks. The key differences between leadership and leadership are that leadership focuses on setting direction, aligning people, and motivating through trust, while management focuses on administration, efficiency, and maintaining the status quo. Effective organizations require both good leadership and good management.
This document provides guidance on writing effective letters for business or contractual communication. It outlines the key elements that should be included in a letter such as identifying the sender and recipient, including a reference number and date, stating the subject or purpose, presenting the main body of information, and concluding with any required actions. Follow-up letters should reference earlier correspondence. The document also recommends structuring the letter clearly with sections for an introduction, main points, counterpoints if needed, and a conclusion. Proper formatting and including attachments and carbon copies ensures effective communication.
Project management stakeholder feb 2018Malcolm Peart
This document discusses stakeholder management in project management. It notes that stakeholder recognition has grown from a single page in 1996 to a full chapter in 2013 in PMI standards. Stakeholders can influence all aspects of a project including scope, risks, costs, timelines, and organizational structure. Effective stakeholder identification, engagement, and management is important for project success, while failure to manage stakeholders properly can lead to project cancellation or cost overruns. The document provides frameworks for analyzing stakeholders and engaging with them throughout the project lifecycle.
PMI identifies four common reasons for project failure:
1. Lack of visibility into project status and progress leads to stakeholders being uninformed and uninvolved.
2. Unclear objectives result in projects becoming overcommitted and priorities shifting unpredictably.
3. Gaps in communication cause inaccurate or biased reporting and important people being left uninformed.
4. Insufficient project management experience and stakeholder engagement leads to improper resource allocation and workload management.
This document provides guidelines for effective email communication. It discusses how sending emails to multiple recipients often does not generate the expected response and can lead to frustration. It recommends considering the purpose and recipients of any email before sending. For responses, it suggests only replying to the initiator if you are a CC recipient, and not using "reply all" or involving others unless necessary. It also notes that alternatives like phone calls or meetings may be more effective than lengthy email chains in some situations. The aim is to instill thoughtful email practices to maximize productivity and communication within a project.
PM areas and quality/cost/time showing decreasing control and increasing risk with each area.
Scope is controllable and affects cost but as you move away towards stakeholders you cannot influence them and time risk is even less controllable.
Passing blame & evading responsibilityMalcolm Peart
This document discusses various strategies for avoiding responsibility when mistakes are made, such as spreading rumors, concealing issues before others find out, blaming others, and hoping problems go away on their own. It suggests these approaches could damage projects through lowered morale, backstabbing and turmoil. The overall message is that accountability is important and risks should not be hidden or denied to avoid responsibility.
This document provides guidance on proper letter writing format and elements. It explains that a letter should include: the reference, date, addresses of both parties, salutation, subject/title, introduction stating the purpose, main body presenting key details in a logical manner with references, conclusion summarizing actions, signature, attachments if needed, copies for other recipients, and blind copies if confidentiality is required. The guidelines aim to ensure letters are clear, organized, and follow proper protocol.
This document discusses the downward spiral that can occur in failing or troubled projects if not addressed properly. It outlines 5 stages of reaction - wild enthusiasm, disillusionment/chaos and confusion, search for guilty/punish innocent, facing reality, and shock/denial. Consequences of not addressing the issues include reputational damage, failure/abandonment, termination, or muddling through. The key is realizing there is a problem, fixing it, and recovering the project with possible increased controls and oversight.
This document provides an overview of risk management concepts and processes. It defines key risk management terms like risk, risk identification, risk analysis, and risk response. It describes the overall risk management process as establishing the context, identifying risks, analyzing risks through qualitative and quantitative assessment, evaluating risks, and treating risks. It emphasizes the importance of communication and monitoring risk management. The document also outlines various tools and techniques that can be used for risk identification, qualitative and quantitative analysis, and establishing the overall risk management plan.
Report Writing - A Project Management PerspectiveMalcolm Peart
This document provides guidance on writing reports from a project management perspective. It discusses the key elements of managing the report writing process, including defining the scope, schedule, resources, and quality controls. It emphasizes the importance of planning the report by considering the purpose, audience, content, timeline, methodology, and roles and responsibilities of the writers and reviewers. The document outlines the typical structure of a report and provides tips for effective writing and presentation of the content, introduction, body, and conclusion sections.
This document provides guidance on substantiating a claim for additional time or compensation due to changes in the scope, timing, or resources required for a contract. It outlines key information to include: (1) what changed to require additional work, (2) when and where the change occurred, (3) how the works were affected, (4) why additional compensation is needed, (5) who instructed the change, (6) applicable contract clauses, (7) records to substantiate the change and its effects, (8) a measurement of associated costs and time impacts, and (9) any measures taken to mitigate the effects of the change. Graphical representations, like updated schedules, should also identify how events disrupted the original
Safe Tunnellling - A Management ProcessMalcolm Peart
The document outlines the process for designing and constructing a tunnel project including:
1) Conducting site investigations and developing a geological and geotechnical model to design protection works for buildings and assess tunnel alignment and operational parameters.
2) Monitoring tunnel construction including TBM parameters, instrumentation readings, and building surveys to confirm geological profiles and ensure controlled settlement.
3) Implementing safe tunneling practices with minimal infrastructure impact including controlled settlement through optimized TBM face pressures and grout volumes.
The document outlines the key elements of effective leadership including abilities like command, organization, and management. It describes the core tasks of managing tasks, teams, and individuals. Effective leadership requires commanding by communicating, knowing what to do and when, and caring about others. It also involves organizing by planning, briefing, controlling, supporting, informing, and evaluating. Supporting elements of leadership include loyalty, man-management, discipline, and morale. Several abbreviations representing leadership qualities are also presented, such as SOLID C, CDRILS, LDRSHIP, and RISE.
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
Troubled projects id ans correction grief cycleMalcolm Peart
This flowchart outlines the process for addressing troubled projects. It begins with properly defining requirements and success criteria. If the project is still troubled, the next steps are to determine the root causes of issues, develop a recovery plan with priorities and resources, and get approval for changes. The recovery plan is then implemented through interim reviews and adjustments as needed until the project is back on track or abandoned. Lessons learned are documented to improve future projects.
The document outlines four disciplines for effective execution:
1. Focus on the Wildly Important Goals (WIG) and say no to less important tasks to maintain focus on singular high-impact targets.
2. Use lead measures that influence progress on goals rather than lag measures that only track past performance. Focus on proactive actions over reactive responses.
3. Keep a compelling scorecard that visually tracks progress on goals through metrics like percentage complete. This drives accountability and engagement.
4. Create cadence of responsibility through regular focused meetings to review actions, scorecard, commit to plans, and ensure accountability for goals.
The document outlines the processes involved in project management according to PMI, including initiating, planning, executing, monitoring and controlling, and closing processes. It details the key components of each process such as developing project charter and management plans in initiating and planning; directing project execution, managing communications and risks, and conducting procurements in executing; monitoring scope, schedule, costs, quality and risks in monitoring and controlling; and finally closing the project including lessons learned in closing. Project management processes involve using methodologies, tools like PMIS and expert judgement at various stages.
This document provides guidance on writing effective letters for business or contractual communication. It outlines the key elements that should be included in a letter such as identifying the sender and recipient, including a reference number and date, clearly stating the subject or purpose, and having a main body that communicates the key information along with a clear conclusion. The document also discusses styles of address, signatures, attachments and copying other relevant parties. Well-structured letters that follow these guidelines can help formalize important communications and record decisions or issues for traceability.
This document discusses the concepts of leadership and management. It defines leadership as the ability to influence others towards achieving goals and visions. Leadership requires inspiring followers and gaining their willingness to follow, while also acting in a socially responsible manner. Management is defined as planning, organizing, and controlling tasks. The key differences between leadership and leadership are that leadership focuses on setting direction, aligning people, and motivating through trust, while management focuses on administration, efficiency, and maintaining the status quo. Effective organizations require both good leadership and good management.
This document provides guidance on writing effective letters for business or contractual communication. It outlines the key elements that should be included in a letter such as identifying the sender and recipient, including a reference number and date, stating the subject or purpose, presenting the main body of information, and concluding with any required actions. Follow-up letters should reference earlier correspondence. The document also recommends structuring the letter clearly with sections for an introduction, main points, counterpoints if needed, and a conclusion. Proper formatting and including attachments and carbon copies ensures effective communication.
Project management stakeholder feb 2018Malcolm Peart
This document discusses stakeholder management in project management. It notes that stakeholder recognition has grown from a single page in 1996 to a full chapter in 2013 in PMI standards. Stakeholders can influence all aspects of a project including scope, risks, costs, timelines, and organizational structure. Effective stakeholder identification, engagement, and management is important for project success, while failure to manage stakeholders properly can lead to project cancellation or cost overruns. The document provides frameworks for analyzing stakeholders and engaging with them throughout the project lifecycle.
PMI identifies four common reasons for project failure:
1. Lack of visibility into project status and progress leads to stakeholders being uninformed and uninvolved.
2. Unclear objectives result in projects becoming overcommitted and priorities shifting unpredictably.
3. Gaps in communication cause inaccurate or biased reporting and important people being left uninformed.
4. Insufficient project management experience and stakeholder engagement leads to improper resource allocation and workload management.
This document provides guidelines for effective email communication. It discusses how sending emails to multiple recipients often does not generate the expected response and can lead to frustration. It recommends considering the purpose and recipients of any email before sending. For responses, it suggests only replying to the initiator if you are a CC recipient, and not using "reply all" or involving others unless necessary. It also notes that alternatives like phone calls or meetings may be more effective than lengthy email chains in some situations. The aim is to instill thoughtful email practices to maximize productivity and communication within a project.
PM areas and quality/cost/time showing decreasing control and increasing risk with each area.
Scope is controllable and affects cost but as you move away towards stakeholders you cannot influence them and time risk is even less controllable.
Passing blame & evading responsibilityMalcolm Peart
This document discusses various strategies for avoiding responsibility when mistakes are made, such as spreading rumors, concealing issues before others find out, blaming others, and hoping problems go away on their own. It suggests these approaches could damage projects through lowered morale, backstabbing and turmoil. The overall message is that accountability is important and risks should not be hidden or denied to avoid responsibility.
This document provides guidance on proper letter writing format and elements. It explains that a letter should include: the reference, date, addresses of both parties, salutation, subject/title, introduction stating the purpose, main body presenting key details in a logical manner with references, conclusion summarizing actions, signature, attachments if needed, copies for other recipients, and blind copies if confidentiality is required. The guidelines aim to ensure letters are clear, organized, and follow proper protocol.
This document discusses the downward spiral that can occur in failing or troubled projects if not addressed properly. It outlines 5 stages of reaction - wild enthusiasm, disillusionment/chaos and confusion, search for guilty/punish innocent, facing reality, and shock/denial. Consequences of not addressing the issues include reputational damage, failure/abandonment, termination, or muddling through. The key is realizing there is a problem, fixing it, and recovering the project with possible increased controls and oversight.
This document provides an overview of risk management concepts and processes. It defines key risk management terms like risk, risk identification, risk analysis, and risk response. It describes the overall risk management process as establishing the context, identifying risks, analyzing risks through qualitative and quantitative assessment, evaluating risks, and treating risks. It emphasizes the importance of communication and monitoring risk management. The document also outlines various tools and techniques that can be used for risk identification, qualitative and quantitative analysis, and establishing the overall risk management plan.
Report Writing - A Project Management PerspectiveMalcolm Peart
This document provides guidance on writing reports from a project management perspective. It discusses the key elements of managing the report writing process, including defining the scope, schedule, resources, and quality controls. It emphasizes the importance of planning the report by considering the purpose, audience, content, timeline, methodology, and roles and responsibilities of the writers and reviewers. The document outlines the typical structure of a report and provides tips for effective writing and presentation of the content, introduction, body, and conclusion sections.
This document provides guidance on substantiating a claim for additional time or compensation due to changes in the scope, timing, or resources required for a contract. It outlines key information to include: (1) what changed to require additional work, (2) when and where the change occurred, (3) how the works were affected, (4) why additional compensation is needed, (5) who instructed the change, (6) applicable contract clauses, (7) records to substantiate the change and its effects, (8) a measurement of associated costs and time impacts, and (9) any measures taken to mitigate the effects of the change. Graphical representations, like updated schedules, should also identify how events disrupted the original
Safe Tunnellling - A Management ProcessMalcolm Peart
The document outlines the process for designing and constructing a tunnel project including:
1) Conducting site investigations and developing a geological and geotechnical model to design protection works for buildings and assess tunnel alignment and operational parameters.
2) Monitoring tunnel construction including TBM parameters, instrumentation readings, and building surveys to confirm geological profiles and ensure controlled settlement.
3) Implementing safe tunneling practices with minimal infrastructure impact including controlled settlement through optimized TBM face pressures and grout volumes.
The document outlines the key elements of effective leadership including abilities like command, organization, and management. It describes the core tasks of managing tasks, teams, and individuals. Effective leadership requires commanding by communicating, knowing what to do and when, and caring about others. It also involves organizing by planning, briefing, controlling, supporting, informing, and evaluating. Supporting elements of leadership include loyalty, man-management, discipline, and morale. Several abbreviations representing leadership qualities are also presented, such as SOLID C, CDRILS, LDRSHIP, and RISE.
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
Troubled projects id ans correction grief cycleMalcolm Peart
This flowchart outlines the process for addressing troubled projects. It begins with properly defining requirements and success criteria. If the project is still troubled, the next steps are to determine the root causes of issues, develop a recovery plan with priorities and resources, and get approval for changes. The recovery plan is then implemented through interim reviews and adjustments as needed until the project is back on track or abandoned. Lessons learned are documented to improve future projects.