Today’s highly engineered environment requires a new first responder team that includes engineers and constructors. The importance of these new first responders could be seen in efforts to remove bent steel beams in the search for survivors on 9/11; seal levee breaches after Katrina; restore power and water supply after the tsunami at Fukushima; and the massive infrastructure recovery efforts following Super Storm Sandy in New York and New Jersey. These new first responders are also essential for rebuilding after the immediate response phase.
Events of scale change the normal construction process. New logistical challenges emerge and evolve in the post-disaster phase. These challenges include destroyed logistical facilities; competition with other post-disaster aid flows; and disrupted supply chains.
Addressing Project Capital Efficiency through a Business Basis of Design
Large capital construction projects in both the industrial and infrastructure sectors are challenged today in three significant ways:
Capital efficiency of the project – this considers both first costs as well as life cycle costs
Capital certainty – reflecting execution efficiency, predictability and effective risk transfer through appropriate contracting strategies
Time to market – perhaps best thought of as schedule certainty but also accelerated delivery of projects, often an essential ingredient in capital efficiency
This paper focuses on achieving improved capital efficiency in large capital asset projects through the adoption of an expanded basis of design that considers all aspects of a capital asset’s life cycle. In many projects today the basis of design (BOD) largely encompasses the engineering parameters which are required to meet the owner’s project requirements.
Constructability and maintainability are often treated as review items to confirm that the developed design is both constructible and maintainable and to suggest improvements at the margins. Effective constructability and maintainability reviews add value to the project but do not fundamentally act to shape the design itself in most instances.
The premise of this paper is that more, much more, is required to develop effective designs that are developed with construction and maintenance as fundamental project requirements. In this sense construction and maintenance considerations are not items to be reviewed but rather fundamental requirements to be satisfied together with other project requirements established by the owner. The change suggested is about a shift in mindset and perspective as well as in our design work processes.
In a traditional project management approach, control of project dynamics is often described by the project management triangle that shows the need to balance the competing forces of cost, quality and time. Control bases include estimate, schedules and various definitions of fit for purpose or quality.
Time frames are traditionally those associated with initial delivery of the facility and generally do not consider activities during the operating and maintenance period.
Under a strategic program management approach the control of program dynamics is more robust, corresponding to the increased challenges such programs often face because of factors such as scale, complexity and increased duration. This last factor drives significant changes in program control bases when time durations encompassing the entire lifecycle are considered.
In such programs the traditional project triangle can be replaced with a “Program Tetrahedron” where the traditional, three control bases are defined in a more expansive manner and three new control bases are introduced.
International development and construction projects columbia universityBob Prieto
On April 22, 2014 I had the opportunity to give a lecture to graduate construction management students at Columbia University. The focus of the talk was on international development and construction projects, looking at these projects very much from a risk perspective. While the slides do not provide direct links to some of my other papers I hope some on the connections are obvious.
Challenges of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.
At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.
The attached presentation was given to the CMAA Fellows and looks at emerging trends affecting the enginering and construction industry. Three top trends are identified and include: - Capital Efficiency - Capital Certainty - Schedule Certainty Other trends are categorized and outlined and encompass: - Labor & Safety - Equipment - Materials - Construction Means & Methods - Business & Contracting - Legal Issues & Frameworks - Risks - Technologies - New Ideas - Continuing Challenges
Addressing Project Capital Efficiency through a Business Basis of Design
Large capital construction projects in both the industrial and infrastructure sectors are challenged today in three significant ways:
Capital efficiency of the project – this considers both first costs as well as life cycle costs
Capital certainty – reflecting execution efficiency, predictability and effective risk transfer through appropriate contracting strategies
Time to market – perhaps best thought of as schedule certainty but also accelerated delivery of projects, often an essential ingredient in capital efficiency
This paper focuses on achieving improved capital efficiency in large capital asset projects through the adoption of an expanded basis of design that considers all aspects of a capital asset’s life cycle. In many projects today the basis of design (BOD) largely encompasses the engineering parameters which are required to meet the owner’s project requirements.
Constructability and maintainability are often treated as review items to confirm that the developed design is both constructible and maintainable and to suggest improvements at the margins. Effective constructability and maintainability reviews add value to the project but do not fundamentally act to shape the design itself in most instances.
The premise of this paper is that more, much more, is required to develop effective designs that are developed with construction and maintenance as fundamental project requirements. In this sense construction and maintenance considerations are not items to be reviewed but rather fundamental requirements to be satisfied together with other project requirements established by the owner. The change suggested is about a shift in mindset and perspective as well as in our design work processes.
In a traditional project management approach, control of project dynamics is often described by the project management triangle that shows the need to balance the competing forces of cost, quality and time. Control bases include estimate, schedules and various definitions of fit for purpose or quality.
Time frames are traditionally those associated with initial delivery of the facility and generally do not consider activities during the operating and maintenance period.
Under a strategic program management approach the control of program dynamics is more robust, corresponding to the increased challenges such programs often face because of factors such as scale, complexity and increased duration. This last factor drives significant changes in program control bases when time durations encompassing the entire lifecycle are considered.
In such programs the traditional project triangle can be replaced with a “Program Tetrahedron” where the traditional, three control bases are defined in a more expansive manner and three new control bases are introduced.
International development and construction projects columbia universityBob Prieto
On April 22, 2014 I had the opportunity to give a lecture to graduate construction management students at Columbia University. The focus of the talk was on international development and construction projects, looking at these projects very much from a risk perspective. While the slides do not provide direct links to some of my other papers I hope some on the connections are obvious.
Challenges of infrastructure and long term investmentBob Prieto
In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.
At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.
Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.
The attached presentation was given to the CMAA Fellows and looks at emerging trends affecting the enginering and construction industry. Three top trends are identified and include: - Capital Efficiency - Capital Certainty - Schedule Certainty Other trends are categorized and outlined and encompass: - Labor & Safety - Equipment - Materials - Construction Means & Methods - Business & Contracting - Legal Issues & Frameworks - Risks - Technologies - New Ideas - Continuing Challenges
Prieto intersection of engineering 03 27 13Bob Prieto
Today’s highly engineered environment requires a new first responder team that includes engineers and constructors. The importance of these new first responders could be seen in efforts to remove bent steel beams in the search for survivors on 9/11; seal levee breaches after Katrina; restore power and water supply after the tsunami at Fukushima; and the massive infrastructure recovery efforts following Super Storm Sandy in New York and New Jersey. These new first responders are also essential for rebuilding after the immediate response phase.
Events of scale change the normal construction process. New logistical challenges emerge and evolve in the post-disaster phase. These challenges include destroyed logistical facilities; competition with other post-disaster aid flows; and disrupted supply chains.
This paper looks at these challenges and offers recommendations to better manage them.
Today’s highly engineered environment requires a new first responder team that includes engineers and constructors. The importance of these new first responders could be seen in efforts to remove bent steel beams in the search for survivors on 9/11; seal levee breaches after Katrina; restore power and water supply after the tsunami at Fukushima; and the massive infrastructure recovery efforts following Super Storm Sandy in New York and New Jersey. These new first responders are also essential for rebuilding after the immediate response phase.
Events of scale change the normal construction process. This is addressed in more detail in a companion paper at this conference. New logistical challenges emerge and evolve in the post-disaster phase. These challenges include destroyed logistical facilities; competition with other post-disaster aid flows; and disrupted supply chains.
Post Disaster Engineering And ConstructionBob Prieto
The post-disaster environment changes both engineering and construction requirements as well as the framework within which it is undertaken. These changes drive post-disaster program and project managers to address different considerations than those encountered on a more traditional global scale program while simultaneously dealing with the added constraints imposed by an evolving logistical situation.
Previously in, “Personal Perspective: Program Management and Events of Scale” (PM World Today; July, 2008) I focused on programmatic features common in the preparation and planning to resist, respond and recover from so-called events of scale. This paper looks more deeply at how the engineering and construction model changes post disaster and how various logistics affecting activities are modified from those employed on global scale programs undertaken in a non disaster environment.
Prieto post disaster reconstruction model 03 27 13Bob Prieto
Post disaster reconstruction changes each element of the standard construction model and activities normally undertaken in more conventional periods are modified not only by post-disaster logistics constraints but in turn modify post-disaster logistics themselves. In a pre-disaster environment we can simplistically describe construction as occurring within a simple model that includes a set of project inputs which are transformed at a project site, within a well defined framework, to deliver the desired project outputs. Post disaster, each of these elements are significantly modified.
This paper examines how the traditional construction model is changed post-disaster and provides a framework for not only considering construction in a post-disaster environment but also a guide for improving the resiliency of our various frameworks to deal with such eventualities.
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
"How to avoid rework phenomena in construction projects by maintaining a reliable organizational profile? The application of LEAN-6 SIGMA methodology minimizes time variability in construction phase."
Construction Sector| The United States| Analysis and Commentarypaul young cpa, cga
Total Construction
Construction spending during June 2021 was estimated at a seasonally adjusted annual rate of $1,552.2 billion, 0.1 percent (±1.2 percent)* above the revised May estimate of $1,551.2 billion. The June figure is 8.2 percent (±1.3 percent) above the June 2020 estimate of $1,435.0 billion. During the first six months of this year, construction spending amounted to $736.5 billion, 5.4 percent (±1.0 percent) above the $698.8 billion for the same period in 2020.
1. Construction Materials – https://www.homebuilding.co.uk/news/construction-materials-shortage
2. Input costs - https://www.bdcnetwork.com/construction-input-prices-continue-rise
3. Outlook - https://www.bignewsnetwork.com/news/270560923/global-infrastructure-construction-market-2021-industry-outlook-present-scenario-of-manufacturers-analysis-and-research-study-by-2027
4. Lumber - https://theorca.ca/visiting-pod/lumber-seen-as-the-bad-guy-for-rising-housing-costs/
5. 3D - https://constructionreviewonline.com/machinery-equipment/7-advantages-of-using-a-3d-printer-in-construction-projects/
6. Automation - https://constructionreviewonline.com/management/construction-industry-goes-robotic/
7. Robots - https://www.theglobeandmail.com/business/article-how-robot-carpenters-could-help-solve-canadas-housing-crisis/
8. Robots - https://www.forconstructionpros.com/construction-technology/news/21271661/purdue-construction-robots-can-match-building-materials-to-bim
9. Technology - https://www.rhumbix.com/10-new-construction-technology-trends-to-watch/
10. Risks - https://riskandinsurance.com/sponsored-3-ways-the-construction-industry-can-build-resiliency-into-risk-management/
11. Infrastructure https://infrastructurereportcard.org/
Infrastructure is the back bone of economic development of any Nation. Road infrastructure plays key role for trade and commerce, connecting the production and consumption centers. Road and transportation infrastructure construction is highly capital intensive, wherein the government alone cannot meet its ends and initiated Public Private Partnership (PPP) for its execution right from planning and designing to its maintenance through various PPP models. Over the last few years many of the awarded roadprojects through PPP modelare stalled citing various reasons. This technical paper analyses the risk factors associated with PPP –toll operated road projects through case studies and suggested corrective measures like shadow tolling and hybrid models for restoration of PPP.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Analysis of factors contributing delays and claims in construction projectseSAT Journals
Abstract
Construction activities are the most competitive and it involves higher risk with minimum profitability due to competition.
Construction of any infrastructural work involves complex management skills related to manpower, materials, plant, machineries,
new technologies etc. It also involves many agencies interdependent on each other like the planners, structural and functional
designers including various types of specialized engineers and it also includes support of financial institutions, insurers, contractors
and specialized contractors. As there are prevailing labour bye laws it needs special care of their well beings. In such kind of complex
and intense framework some disputes is quite natural between the agencies involved in such activities which further results in claims
management as the unsettled dispute finally leads to financial claims. Higher incidences of disputes are generally reported from the
construction contract. Even if there is an appropriate understanding of construction contract clauses from the agencies in the
agreement yet claims seems to be a major crisis in the construction sector. The research reported in this paper aims in identifying the
major factors responsible of project delay that may give rise to claims for delay damages. The in this paper research mainly highlights
on finding the major components of claims with perspective of contractor for delay damages.
Keywords: Claims, delay, damages, construction industry, disputes
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.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
More Related Content
Similar to Prieto intersection of engineering construction logistics
Prieto intersection of engineering 03 27 13Bob Prieto
Today’s highly engineered environment requires a new first responder team that includes engineers and constructors. The importance of these new first responders could be seen in efforts to remove bent steel beams in the search for survivors on 9/11; seal levee breaches after Katrina; restore power and water supply after the tsunami at Fukushima; and the massive infrastructure recovery efforts following Super Storm Sandy in New York and New Jersey. These new first responders are also essential for rebuilding after the immediate response phase.
Events of scale change the normal construction process. New logistical challenges emerge and evolve in the post-disaster phase. These challenges include destroyed logistical facilities; competition with other post-disaster aid flows; and disrupted supply chains.
This paper looks at these challenges and offers recommendations to better manage them.
Today’s highly engineered environment requires a new first responder team that includes engineers and constructors. The importance of these new first responders could be seen in efforts to remove bent steel beams in the search for survivors on 9/11; seal levee breaches after Katrina; restore power and water supply after the tsunami at Fukushima; and the massive infrastructure recovery efforts following Super Storm Sandy in New York and New Jersey. These new first responders are also essential for rebuilding after the immediate response phase.
Events of scale change the normal construction process. This is addressed in more detail in a companion paper at this conference. New logistical challenges emerge and evolve in the post-disaster phase. These challenges include destroyed logistical facilities; competition with other post-disaster aid flows; and disrupted supply chains.
Post Disaster Engineering And ConstructionBob Prieto
The post-disaster environment changes both engineering and construction requirements as well as the framework within which it is undertaken. These changes drive post-disaster program and project managers to address different considerations than those encountered on a more traditional global scale program while simultaneously dealing with the added constraints imposed by an evolving logistical situation.
Previously in, “Personal Perspective: Program Management and Events of Scale” (PM World Today; July, 2008) I focused on programmatic features common in the preparation and planning to resist, respond and recover from so-called events of scale. This paper looks more deeply at how the engineering and construction model changes post disaster and how various logistics affecting activities are modified from those employed on global scale programs undertaken in a non disaster environment.
Prieto post disaster reconstruction model 03 27 13Bob Prieto
Post disaster reconstruction changes each element of the standard construction model and activities normally undertaken in more conventional periods are modified not only by post-disaster logistics constraints but in turn modify post-disaster logistics themselves. In a pre-disaster environment we can simplistically describe construction as occurring within a simple model that includes a set of project inputs which are transformed at a project site, within a well defined framework, to deliver the desired project outputs. Post disaster, each of these elements are significantly modified.
This paper examines how the traditional construction model is changed post-disaster and provides a framework for not only considering construction in a post-disaster environment but also a guide for improving the resiliency of our various frameworks to deal with such eventualities.
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
"How to avoid rework phenomena in construction projects by maintaining a reliable organizational profile? The application of LEAN-6 SIGMA methodology minimizes time variability in construction phase."
Construction Sector| The United States| Analysis and Commentarypaul young cpa, cga
Total Construction
Construction spending during June 2021 was estimated at a seasonally adjusted annual rate of $1,552.2 billion, 0.1 percent (±1.2 percent)* above the revised May estimate of $1,551.2 billion. The June figure is 8.2 percent (±1.3 percent) above the June 2020 estimate of $1,435.0 billion. During the first six months of this year, construction spending amounted to $736.5 billion, 5.4 percent (±1.0 percent) above the $698.8 billion for the same period in 2020.
1. Construction Materials – https://www.homebuilding.co.uk/news/construction-materials-shortage
2. Input costs - https://www.bdcnetwork.com/construction-input-prices-continue-rise
3. Outlook - https://www.bignewsnetwork.com/news/270560923/global-infrastructure-construction-market-2021-industry-outlook-present-scenario-of-manufacturers-analysis-and-research-study-by-2027
4. Lumber - https://theorca.ca/visiting-pod/lumber-seen-as-the-bad-guy-for-rising-housing-costs/
5. 3D - https://constructionreviewonline.com/machinery-equipment/7-advantages-of-using-a-3d-printer-in-construction-projects/
6. Automation - https://constructionreviewonline.com/management/construction-industry-goes-robotic/
7. Robots - https://www.theglobeandmail.com/business/article-how-robot-carpenters-could-help-solve-canadas-housing-crisis/
8. Robots - https://www.forconstructionpros.com/construction-technology/news/21271661/purdue-construction-robots-can-match-building-materials-to-bim
9. Technology - https://www.rhumbix.com/10-new-construction-technology-trends-to-watch/
10. Risks - https://riskandinsurance.com/sponsored-3-ways-the-construction-industry-can-build-resiliency-into-risk-management/
11. Infrastructure https://infrastructurereportcard.org/
Infrastructure is the back bone of economic development of any Nation. Road infrastructure plays key role for trade and commerce, connecting the production and consumption centers. Road and transportation infrastructure construction is highly capital intensive, wherein the government alone cannot meet its ends and initiated Public Private Partnership (PPP) for its execution right from planning and designing to its maintenance through various PPP models. Over the last few years many of the awarded roadprojects through PPP modelare stalled citing various reasons. This technical paper analyses the risk factors associated with PPP –toll operated road projects through case studies and suggested corrective measures like shadow tolling and hybrid models for restoration of PPP.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Analysis of factors contributing delays and claims in construction projectseSAT Journals
Abstract
Construction activities are the most competitive and it involves higher risk with minimum profitability due to competition.
Construction of any infrastructural work involves complex management skills related to manpower, materials, plant, machineries,
new technologies etc. It also involves many agencies interdependent on each other like the planners, structural and functional
designers including various types of specialized engineers and it also includes support of financial institutions, insurers, contractors
and specialized contractors. As there are prevailing labour bye laws it needs special care of their well beings. In such kind of complex
and intense framework some disputes is quite natural between the agencies involved in such activities which further results in claims
management as the unsettled dispute finally leads to financial claims. Higher incidences of disputes are generally reported from the
construction contract. Even if there is an appropriate understanding of construction contract clauses from the agencies in the
agreement yet claims seems to be a major crisis in the construction sector. The research reported in this paper aims in identifying the
major factors responsible of project delay that may give rise to claims for delay damages. The in this paper research mainly highlights
on finding the major components of claims with perspective of contractor for delay damages.
Keywords: Claims, delay, damages, construction industry, disputes
Similar to Prieto intersection of engineering construction logistics (20)
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.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
I have previously written about the transition that I believe is necessary in project management thinking related to large complex projects. In those writing I describe the shift as analogous to the shift from Newtonian to relativistic physics. Subsequently, I have compared the nature of large complex programs to open systems. Reflecting back, classical project management theory was very much based on closed systems thinking and early applications of systems thinking to projects and engineering was also very much based on closed systems thinking.
This is analogous to the closed systems of Newton and Einstein’s correction of his original General Theory of Relativity through the introduction of the cosmological constant to close a system which he believed behaved mechanistically and not expanding. In hindsight the cosmological constant was not necessary but does suggest some properties of the universe and became relevant in explaining an accelerating expansion of the universe. Subsequently, there was at least one special case where the deterministic nature of a closed system broke down when considering General Relativity suggesting at least some open nature to this system.
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.
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
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.
In this paper I will attempt to:
• Outline some of the systems of systems challenges that we will likely face.
• Discuss the emergent nature of both the challenges as well as the potential resultant outcomes.
• Draw attention to some of the driving forces acting both on this system of systems as well as the national and sectoral programs that may emerge to respond to this challenge.
• Highlight some of the feedback loops which may exist or emerge from both apparent and hidden coupling.
• Discuss system of system risks, program risks and where our perceptions and appetite for such risks may change over time.
• Outline some particular challenges for program managers as they are engaged in addressing this challenge.
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?
Impact of correlation on risks in programs and projects Bob Prieto
One of the most under considered elements of cost and schedule risk is the correlation that exists within various WBS elements of a project or across projects comprising a program. Failure to adequately consider correlation between various activities and projects compounds the impact of other factors present in large complex projects.
This paper looks at the special case of decision making under uncertainty. The relationship between uncertainty and complexity is explored as is their joint relationship with large complex projects. The importance of getting these projects well founded from an ability to manage uncertainty is discussed and the aspects of these strong foundations is described
Post Dorian Engineering & Construction in the BahamasBob Prieto
As the task of recovery and rebuilding in the Bahamas post hurricane Dorian begins, it is important to understand that it cannot be business as usual. The increasing frequency and severity of hurricanes, driven by global climate change, cannot be ignored. Building codes will have to be further strengthened and development in coastal areas rethought.
Debating project decisions in an ai enabled environmentBob Prieto
I had the opportunity to watch the first debate between AI powered IBM Debater and a recognized human expert debater. I will not spoil the outcome for those who have not yet watched the debate but I will underscore one key aspect - all learned more about both sides of the position as a result of the debate.
We have seen a construct for the management of large
complex projects laid out in the earlier chapters. In these chapters we will simply lay out some of the main concepts and
considerations for a practitioner. Each of these can be more
extensively developed.
In the world of physics, classical theory breaks down at
scale. Conventional project management theory similarly
seems to break down at scale. The theoretical construct I
have been building to in this book is very much focused on this
project realm where scale and complexity rule.
In developing this theoretical construct I have essentially
considered three simple hypotheses, the first of which is:
Large complex projects are not well served by
conventional project management theory and
practice.
This hypothesis was demonstrated at the outset of this
book and the differential behavior between large and
traditionally scaled projects has been previously noted.
The second hypothesis considered relates to the Theory of
Management as applied to the management of projects. In
simplest terms this hypothesis says:
- The Theory of Project Management does not draw
fully on the richness of the Theory of Management
This hypothesis is demonstrated as we explored the
extensions of the Theory of Management to address chaos and
complexity and the more limited extensions of project
management theory.
The third and final hypothesis we considered focused on
the Theory of Projects, positing:
Large complex projects have significantly different
attributes than the more traditional projects which
comprise the basis for classical project management
theory
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.
In this chapter we will look at a few of the project attributes
that we observe in large complex projects and suggest they
may serve as a basis for a neo-classical Theory of Large
Complex Projects.
Theory of Management of Large Complex Projects - Chapter 7Bob Prieto
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html
Theory of Management of Large Complex Projects - Chapter 6Bob Prieto
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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