A word about myself.
I have a Master's in Chemical Engineering from WPI, MA, and a Master’s in Business Administration from University of Minnesota, MN.
I am a member of AACEI, PMI, and AIChE.
For the last fourteen years of my career, I was the Chief Planner for Bechtel Corporation, Oil & Gas Division, Houston, TX. I worked for Bechtel over 36 years in Project Controls, in the company's Nuclear and Fossil Power Divisions, Civil/Infrastructure Division, and Refinery and Chemical Divisions. During that time, I had an incredible opportunity to plan for, manage, and successfully complete multi-million to multi-billion-dollar EPCS (Engineering, Procurement, construction, Start-UP) mega projects on nuclear and fossil power plants, High Speed Rail projects, grass root refinery and LNG plants throughout the world including Canada, the US, UK, Korea, China, India, Australia, Thailand, Saudi Arabia, and Philippines. Many of these projects were LSTK (Lump sum turn Key) contracts with LD's (Liquidated Damages) attached to the contract.
My world-wide experience has provided me with an ability to recognize the essential factors that are needed to develop a project scheduling program that is a key component of any project execution plan. Developing and maintaining this schedule program in its pristine condition throughout the life of a project is a necessity in todays world where projects are being bid with thin profit margins and tight time frames.
Topic: Schedule Delays, Why Do they Happen and How to Avoid Them
Developing and maintaining a successful Planning and Scheduling program is comparable to developing a road map where you want to travel from Point “A” to Point “B”. when you begin your journey from point A on a certain day, you have defined “time period” in which you must reach point “B”. If you don’t, you will “lose” the race. On a project, you could encounter nasty schedule delays resulting in claims and loss of profits. In the extreme you could lose your reputation and be forced out of business.
In the world of capital-intensive projects, you must develop and maintain a planning and scheduling program, that will be used right from the top-level company and client management, to the “working hand” level individuals who will do the work. At the heart of this program there must be a logic, duration, and resource driven”, critical path network that is maintained in pristine condition throughout the life of a project.
The paper will present the need to develop a “credible” baseline schedule, the key tools to maintain a hierarchy driven schedule program where development of the schedule proceeds from top or summary level to bottom or detailed level schedules. The validation and maintenance of the program must be driven bottom to top maintaining schedule integrity at each level. The paper will present illustrations of standard logic networks that will help project personnel to develop the logic-duration-resource driven schedules. The presentation will then go through the “project internal” and “project external” causes of schedule delays, and present what key tools must be in place to avoid the logic and duration driven critical path schedule delays, and resource driven insidious “cumulative” schedule delays, and how to effectively use "Work Front Analyses" to eliminate schedule delays