Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Systems nature of large complex projectsBob Prieto
This paper explores the system characteristics and behaviors of large engineering and construction programs with a particular focus on those that would be characterized as complex. It recognizes the interrelated and interacting elements of both programs and projects as they strive to form a complex whole. Large complex programs and projects are not well bounded as classical project management theory as espoused by Taylor, Gantt and Fayol would have us believe but rather behave in both independent and interconnected ways in a dynamic systems environment.
Large complex programs demonstrate the evolutionary nature of all complex systems; uncertainty; and emergence that comes with human actions and interactions. They struggle from insufficient situational awareness, treating the program to be more well-bounded than reality would suggest and using simplified models to understand the complexity inherent in execution. Best practices from project management literature were typically not derived from such environments and, worse, have fallen short on other large complex programs and projects.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
•common approaches to human resources
•consistent application of legal approvals and reviews of significant actions
•common financial functions related to accounting, cash management, insurance and claims & suits
•common managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the project. Change management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state.
Most project managers follow established project management methodologies in order to achieve success. However, some degree of failure is evident in most projects worldwide. One important reason for this failure, is that projects often implement change, and in its turn change may introduce new risk parameters.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
Architectural Decision Forces at Work: Experiences in an Industrial Consultan...Heiko Koziolek
The concepts of decision forces and the decision forces viewpoint were proposed to help software architects to make architectural decisions more transparent and the documentation of their rationales more explicit. However, practical experience reports and guidelines on how to use the viewpoint in typical industrial project setups are not available. Existing works mainly focus on basic tool support for the documentation of the viewpoint or show how forces can be used as part of focused architecture review sessions. With this paper, we share experiences and lessons learned from applying the decision forces viewpoint in a distributed industrial project setup, which involves consultants supporting architects during the re-design process of an existing large software system. Alongside our findings, we describe new forces that can serve as template for similar projects, discuss challenges applying them in a distributed consultancy project, and share ideas for potential extensions.
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
Role of Functional Organization in Large Engineering and Construction ProgramsBob Prieto
Large corporate organizations typically employ some form of matrix organization to ensure a consistent approach in key areas across the organization. The nature and extent of this matrix or functional organization will be driven by:
•common approaches to human resources
•consistent application of legal approvals and reviews of significant actions
•common financial functions related to accounting, cash management, insurance and claims & suits
•common managerial, technical and support functions which accrue benefits from a consistent and coordinated approach
Within a project setting, required resources generally reside at the project level and corporate functional activities extend into the project environment only to the extent required to protect the parent organization, consistent with client requirements and practices.
The situation in large programs, however, is different and a functional organization more akin to the corporate functional organization is often created within the program team. This program level functional organization acts much in the same way as the corporate functional organization but its role and emphasis evolves throughout the programs life.
A typical program management organization will include a functional organization that will provide people, management processes, program-level project control tools, and systems. The program management team will thereby bring enhanced management, quality control, efficiency, and coordination to the entire program.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the project. Change management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state.
Most project managers follow established project management methodologies in order to achieve success. However, some degree of failure is evident in most projects worldwide. One important reason for this failure, is that projects often implement change, and in its turn change may introduce new risk parameters.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
Architectural Decision Forces at Work: Experiences in an Industrial Consultan...Heiko Koziolek
The concepts of decision forces and the decision forces viewpoint were proposed to help software architects to make architectural decisions more transparent and the documentation of their rationales more explicit. However, practical experience reports and guidelines on how to use the viewpoint in typical industrial project setups are not available. Existing works mainly focus on basic tool support for the documentation of the viewpoint or show how forces can be used as part of focused architecture review sessions. With this paper, we share experiences and lessons learned from applying the decision forces viewpoint in a distributed industrial project setup, which involves consultants supporting architects during the re-design process of an existing large software system. Alongside our findings, we describe new forces that can serve as template for similar projects, discuss challenges applying them in a distributed consultancy project, and share ideas for potential extensions.
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
Summary
Supply Chain Manager and Skilled Negotiator specializing in Chinese cultural intelligence for competitive advantage.
Harvey Justmann is an internationally recognized business leader in supply chain management known for implementing efficient financial systems, premier product design, and production excellence. Harvey is a naturally gifted relationship manager, negotiator, and brings extensive professional experience and deep personal insights into Chinese culture to every trade agreement. Harvey Justmann is a best-of-class supply chain manager, product designer, and respected coach, mentor and trainer.
Personal attributes include: optimism, common sense, responsibility, sense of humor, integrity, time management, motivation, empathy, leadership, communication, and good manners.
Strategic Planning | Global Sourcing | Product Development | Contract Negotiations | Procurement | Production Management | Logistics | Operations Management | Project Planning | Supplier Relationship Management | Customer Relationship Management | Quality Control | Inventory Control | Continuous Improvement Initiatives | Team Development & Leadership | Performance Metrics
Dale Forrester is a dedicated, visionary, Senior manager with a proven record of solving complex customer issues and driving value propositions to lower overall cost, improve ROI, increase revenue/market share/customer base. A creative problem-solver with a passion for excellence and a unique, dual background in engineering sciences and marketing, I consistently seek to produce exceptional results based on attention to detail and continuous improvement. I have a track record of exceeding expectations and successfully developing fast and efficient solutions, working independently and collaboratively with a team of multidisciplinary consultants, engineers, architects, sales/account executives, VARs, channel partners and procurement. I guarantee timely delivery of projects within budget, and rely on my leadership abilities to determine critical facts, conquer challenges, perform analyses, delegate, innovate, inspire, motivate and mentor/Council. My peers describe me as: Driven, Consistent, Proactive, Engaging, Flexible, Ability to Lead, Ability to Adapt, Successful, Knowledgeable, Confident and Energetic.
Dale M. Forrester....I am a dedicated, visionary, Senior manager with a proven record of solving complex customer issues and driving value propositions to lower overall cost, improve ROI, increase revenue/market share/customer base. A creative problem-solver with a passion for excellence and a unique, dual background in engineering sciences and marketing, I consistently seek to produce exceptional results based on attention to detail and continuous improvement. I have a track record of exceeding expectations and successfully developing fast and efficient solutions, working independently and collaboratively with a team of multidisciplinary consultants, engineers, architects, sales/account executives, VARs, channel partners and procurement. I guarantee timely delivery of projects within budget, and rely on my leadership abilities to determine critical facts, conquer challenges, perform analyses, delegate, innovate, inspire, motivate and mentor/Council. My peers describe me as: Driven, Consistent, Proactive, Engaging, Flexible, Ability to Lead, Ability to Adapt, Successful, Knowledgeable, Confident and Energetic.
1. GUS CAPORUSSO
472 Brighton Avenue, Long Branch, NJ 07740 732-222-0081
Gus.caporusso@gmail.com Cell - 201-401-4461
EXECUTIVE SUMMARY
A capable professional with varied experience in Information Technology and Telecommunications in Banking, Financial
Information Services, IT Services and Retail. Demonstrated success in Sales Support, Problem Solving, Planning,
Management and Administration. Motivated team player that strives to make a difference.
Always a Customer Advocate.
KEY QUALITIES / ATTRIBUTES POSITIONS / FUNCTIONS
Design / Analysis / Organization / Planning Management / Sales Rep / Consultant
Logical / Innovative / Adaptable / Responsive Marketing Support / Customer Engineer
Dedicated / Proactive / Team Oriented Project Manager / Billing Analyst
Strong Leadership and Inter-personal Skills Strategic Planning / Technical Analyst
MAJOR ACCOMPLISHMENTS
• Initiated/organized various departments establishing work flow and division of responsibility for improved
productivity. Responsible for a technical/professional staff of 20.
• Initiated automated project control for improved service levels and management control. Avoided adds to staff.
• Coordinated relocations for two banks and a major data communication facility.
• Planned and coordinated the implementation of a nationwide telecommunications network. Formulated the initial
plan to upgrade this to a Corporate Network.
• Designed, programmed and maintained a PC database for Order Tracking, Inventory, Budgeting, Billing, and
Network Planning. Resulted in $12,000 per month cost avoidance.
• Established procedures and documentation for resource allocation and capacity planning for improved service
levels, budget projections and strategic planning.
• Project manager for global network consolidation; responsible for cost containment on international circuits.
• Headed the RFI/RFP processes for Global WAN Consolidation, Enterprise Network Management, Bank Branch
Network, IP Network Infrastructure and Customer Access.
• Initiated a technical marketing support group to act as liaison among various internal departments and clients.
Resulted in improved communication, client relations and productivity.
• Supported some of the most successful sales representatives and sales teams at SunGard, including one of
SunGard's top salespeople for 12 years of consecutive President's Club wins (2000-2011). Together, we
accounted for $1.4M in new monthly recurring revenue.
EMPLOYMENT SUMMARY
SUNGARD AVAILBILTY SERVICES, Sr. Solutions Engineer, Jersey City, New Jersey 13 years
DOW JONES MARKETS, INC., Associate Director, Network Planning & Projects, Jersey City, NJ 5 years
SOUTHEAST BANK, N.A.,Network Design & Analysis; Miami, Florida 2 years
PHILIP MORRIS OFFICE MACHINES, Micro Computer Division; Ft. Lauderdale, FL 15 months
AUTOMATIC DATA PROCESSING, Brokerage Services Division; New York, NY 8 years
EMPLOYMENT HISTORY DETAIL
2. SUNGARD AVAILBILTY SERVICES
SR. SOLUTIONS ENGINEER, Jersey City, New Jersey March 1998-November 2011
• Over 13 years of Sales Support in disaster recovery, telecommunications, hosting, managed services and data
replication with high level exposure to VMware (VSP / VTSP) and cloud.
• Assisted with solutions, proposals, RFP responses and contracts.
• Supported some of the most successful sales representatives and sales teams at SunGard, including one of
SunGard's top salespeople for 12 years of consecutive President's Club wins (2000-2011). Together, we
accounted for $1.4M in new monthly recurring revenue.
• Responsible for as many as 16 salespeople in NY, NJ, PA, CT, OH, Toronto and Montreal.
DOW JONES MARKETS, INC.
ASSOCIATE DIRECTOR, NETWORK PLANNING & PROJECTS, Jersey City, NJ April 1993–March 1998
• Managed staff of engineers participating in all network related projects, with responsibility for feasibility, design,
costing, planning, project management, technology evaluation and technology support.
• Project manager for global network consolidation; responsible for cost containment on international circuit
upgrades.
• Headed the RFI/RFP processes for Global WAN Consolidation, Enterprise Network Management, IP Network
Infrastructure and Customer Access.
• Established initial direction for IP infrastructure in support of move to Client Server.
• Assisted in creating operations requirements for new development projects.
• Coordinated integration of public frame relay into WAN infrastructure resulting in a hybrid network.
SOUTHEAST BANK, N.A.
SENIOR NETWORK DESIGN ANALYST, Miami, Florida October 1989 to December 1992
• Headed a network task force to assess long term network requirements and collect study data; produced a network
RFI, RFI summary, alternatives matrix and RFP.
• Designed, programmed and maintained a PC database for order tracking, inventory, budgeting, billing and network
planning; resulted in $12,000 per month total cost avoidance.
• Network design, optimization and cost allocation; internal consulting and special project planning/implementation.
• Responsible for capital budget planning and operating budget of $1.7M.
• Reviewed the network topology, investigated alternative configurations, performed impact analysis and made
recommendations.
PHILIP MORRIS OFFICE MACHINES
COMPUTER DIVISION SALES, Ft. Lauderdale, Florida July 1988-October 1989
• Consulting, systems analysis and proposals leading to the sale of Micro Computers and Peripherals.
• Software exposure to desktop publishing, CAD, OCR, database, word processing, accounting, Point-of-Sale, spread
sheets.
• Performed installation and client training.
AUTOMATIC DATA PROCESSING, BROKERAGE SERVICES DIVISION
DIRECTOR NETWORK MANAGEMENT, New York, New York April 1979-June 1988
3. • Initiated and organized various departments establishing work flow and division of responsibility for improved
productivity; responsible for a technical staff of up to 20.
• Initiated automated project control for improved service levels and management control; avoided additions to staff
with increasing project load.
• Initiated a technical marketing support group to act as liaison among various internal departments and clients
resulting in improved communication, client relations and productivity.
• Project manager for data center relocation and national backbone network.
• Coordinated the implementation of a high capacity X.25 network.
• Coordinated the data communications portion of the back office conversion for the third largest brokerage firm in
Canada.
• Staff development and Team building.
Director, Network Management - Headed marketing support, network support and network engineering groups for a 2,000
line 20,000 terminal network. Activities included client consulting, cost proposals, configuration maintenance and support
of an X.25 network, resource allocation, capacity planning and overall project management.
Director, Distributed Network Services - Project manager for the implementation of a distributed corporate network,
including participation in disaster recovery planning.
Data Communications Support Manager - Provided for in-house engineering, facilities planning and technical support to
vendors, operations and client project engineers; project manager for Data Center relocation.
Technical Support Supervisor - Performed major project implementation and hardware research as well as providing
technical support and training to operations.
Senior Analyst - Performed client project implementations calling for network design, site surveys, site preparation and
documentation.
