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project management processes methodologies and economics
Global Megaprojects: Lessons, Case Studies, And Expert Advice On International Megaproject Management 1st Edition Virginia A. Greiman - Solutions
15. Project culture is a by‐product of organizational, governance, and contractual structure and must be continually assessed to ensure a safe and healthy project environment.
14. Project organizational, governance, and contractual structure are key factors in mitigating risk.
13. Risk management strategies used in large‐scale complex projects must expand upon traditional project management methodologies, tools, and techniques and introduce innovative practices not readily available in the project management literature.
12. Stakeholder participation is critical to understanding risk perception, and all project participants as well as the public must be educated to prevent faulty decision making.
11. Political leaders, the public, the business sector, and local communities must be educated on the benefits of risk mitigation options and the impact if these options are not accepted.
10. To change behavior, workers must be incentivized through recognition and awards based on clearly understood criteria and expectations, as well as penalized for wrongful behaviors.
9. A mission of safety and health must take priority and rebel against cost, schedule, and scope constraints, but never against quality.
8. Risk sharing is essential to mitigate losses, reduce cost, and maintain relationships both internal and external to the project.
7. Owner‐controlled insurance programs have proven to be effective mechanisms for large‐scale projects with multiple contractors and complex governance systems if they are properly structured and integrated into the project mission and procedures.
Converting from a traditional contractor‐controlled program to an ownercontrolled program will be costly and will delay the implementation of project wide practices.
6. A risk management framework with a shared vision, an integrated organization structure, and a strategic risk model must be developed from the conceptual phase of the project to ensure effective risk preparedness.
5. Process maturity reviews should be used to drive performance improvement through collaboration and knowledge sharing.
4. The approach to risk management should align to the delivery model, and be supported by clear policies, processes, procedures and systems to enable consistency.
3. Risk intelligence can assist in the identification, analysis, and control of risk and can be used to identify opportunities.
2. Risks should be owned by the organization most able to manage the risk.This should be clearly documented in contracts.
1. Risk management should be seen as a collaborative process, utilizing the skills and expertise of all parties to manage and mitigate risk.
8. Plans should be laid out for responses to natural and manmade disasters along with extensive policies and procedures so that all participants have a uniform understanding of the processes that will be applied in the event of a major disaster.
7. All megaprojects should learn how “high reliability organizations” such as nuclear plants, aircraft carriers and firefighting units achieve resilience in a complex environment.
6. All projects should obtain insurance for catastrophic loss and make sure that project stakeholders are protected from potential catastrophic loss.
mitigating natural versus manmade disasters including the prioritization of saving human life.
5. Most disasters are preventable and all megaprojects should assess ways of
4. The national and local governments should review current laws, policies, plans, and strategies relevant to communications.
3. Even natural disasters can be reduced and mitigated with the appropriate risk management procedures.
2. All organizations must prepare for the worst‐case scenario and be prepared to implement disaster prevention and disaster relief plans at the earliest possible time frame.
1. Catastrophic potential on mega infrastructure projects calls for a shift from risk to resilience so that both frameworks are integrated to ensure continued survival of the project, adaptation to the catastrophic event and the reimagination of a new normal.
Are you assuming engineering accountability or are you delegating?
Are inspections implemented in a timely manner?Have all stakeholders worked to understand root causes associated with any unexpected results or off‐nominal behaviors in development, testing or integration?
Are safety critical maintenance activities being identified and conveyed to others by the proper authorities?
Are whistleblowers protected from retaliation and other fears?
Is there an effective pathway to express your concerns?
Are cost and schedule pressures detracting from safety critical design and/or design verification?
Do investors have access to effective mechanisms for recourse?
What is the extent of legal protection provided to investors against arbitrary and
Is there transparency in the content as well as the process of making laws and regulations that apply to investors?
5. Reimagine what the new normal may look like after a risk event recovery.
4. Respond and recover – assess risks when and where they occur and minimize their impact.
3. Detecting and then assessing where the vulnerabilities exist within the project and the organization. This means recognizing and improving upon your weaknesses. For example, a weakness may lie in managerial experience or knowledge of technology, or behavioral theory. Wherever the weakness lies
2. Improving operational performance. This requires modernizing operations and adjusting to the latest trends in risk mitigation.
1. Taking a proactive stance to predicting a risk then preventing it from ever happening.
Training of project safety staff on the benefits of incentive programs in motivating workers.Employment of root‐cause analysis to prevent the same and similar accidents from occurring in the future.
Integration of the project risk, safety, health, and loss control teams to build understanding and relationships.Mandatory reporting of near misses, failure of critical safety systems, unsafe conditions and at‐risk behavior and penalties for failing to report when knowledge is available.
Development of an emergency response and critical infrastructure protection program to monitor risk, and implement an owner‐controlled insurance program to better control risk.
Focus on resilience as essential to risk management.Initiation of scenario planning to stimulate innovation and test current processes.
Development of a risk intelligence program to ensure that data is collected, analyzed and made available to track risk exposures and to mitigate or eliminate risk wherever possible.
Creation of an innovation program within the megaproject to search for and implement opportunities.
12. How can we better manage unanticipated events in future projects?
11. Research has shown that large‐scale projects are beset by an overly optimistic bias at their inception. How can projects prevent this systemic underestimation of cost so that the public is aware of the true cost of the project before commitment of any funding?
10. Describe three vital signs that would indicate that your cost and schedule control processes are out of control.
9. When can earned value be a useful tool in tracking project performance, and when will it be of no use in tracking cost and schedule?
8. What are some cost monitoring tools that you could utilize to provide further advance indications as to the accuracy of cost projections through Project completion that are not discussed in this chapter?
7. How will you account for uncertainty in the project management reports?
6. If the project needs to be accelerated, what kinds of activities would be the primary focus? Why? If the project needs to be delayed, what are the major financial risks and impacts that the project faces and how can they be mitigated?
5. To maintain project schedule, what types of data should be collected during reporting periods?
4. What processes and procedures will you need to perform integrated change control?
3. How will you track, review, and regulate progress to meet performance objectives?
2. Why must projects have both incentives and disincentives to ensure early contract completion? What is the difference between these two strategies? Do you think incentives or disincentives would be more effective, and why?
1. How will you manage the interdependencies among the project management areas, i.e., cost, scope, schedule, budget, quality, and risk?
16. Seek approval for a management reserve that is sufficient to cover potential unknowns until the uncertainty has been identified and can be managed as a risk under the project’s contingency budget.Discussion Questions
15. Evaluate the drivers of uncertainty and address the impact of uncertainty in the project financial reports.
14. Review the legal issues involved in dispute resolution to determine whether a binding decision is preferable or whether a nonbinding negotiation or mediation process might help you get to a faster and a more mutually satisfying decision for all parties.
13. Critically evaluate the project cost and schedule estimate including allowances for known elements and bring on board qualified experts to review and validate those estimates.
12. Use earned value management to control and forecast costs and schedule.
11. Look for opportunity in every negative risk and mitigate uncertainty.
10. Provide for a contingency for both cost and delay.
9. Make sure potential adverse impacts to the environment are mitigated or prevented throughout the project life.
8. Review project schedules and timelines to determine potential hazards and disruptions that may arise and determine methods for mitigating those exposures.
7. Establish a partnering environment and dispute resolution mechanisms early in the project and require compliance with the methods chosen.
development, expanded scope and political change.
6. Measure the impact of change on your project including design
5. Understand the impact of schedule driven projects through the experience of other megaprojects and build in flexibility and contingency to address unexpected events.
4. Document recommendations given to the project’s owner and the basis for the decisions to avoid conflicts or disputes down the road.
3. Understand the various delivery models and conduct a cost/benefit analysis and feasibility study to determine which models will work best in the context of the project.
2. Global megaprojects require critical upfront planning that may take several years as compared with smaller projects.
1. The megaprojects of the future will require implementation through advanced technology and the relationship between artificial intelligence and humans will be the major focus of all projects.
9. Conduct an extensive evaluation of the project with the client including lessons learned, areas for improvement in the future, and knowledge transfer to project operations. These lessons should be shared with all projects at the local, national, and regional levels
8. Transfer all policies, performance bonds, contracts, and insurance that may be continued when operations commence.
7. Prepare for operations by testing all technical aspects of the project and ensuring that inspections will continue after the project is completed and throughout the operational life of the project. Too many accidents have occurred due to failure to inspect or a lack of knowledge of the operators
6. Ensure all project documents are made available to the operators including outstanding contracts and policies prior to the transition date. Some contracts may include requirements for storing or destroying files at the end of a project. Make sure all confidentiality requirements are observed.
5. Prepare a guidebook for the operators, but also for the sponsors of the project so they will have valuable knowledge and information to pass onto future projects.
4. Provide training for the operators across disciplines to make sure all expertise has been properly assimilated into the new organization.
3. Verify final delivery is complete. After submitting the final deliverables, make sure that your client and stakeholders have received what they expected in the final product and confirm a formal receipt of the official acceptance or approval. As part of this step, review the project charter or
2. Begin the project with the end in mind. Review frequently throughout the project life the expectations of stakeholders and then continuously test for realization of those expectations.
project is substantially complete. It is important that expertise is available to assist in the difficult issues that will arise during operations in all disciplines including engineering, construction, quality control, risk, administration, commissioning, and governance.
1. Identify well in advance usually in the early days of the project’s life who on the project team will transition to operations when the
Community and Business Artery Public Awareness Program and Utility Disruption Plan.
Onsite medical and safety oversight teams.More than 1300 Environmental commitments and sustainability requirements.Electronic identification for all workers.
Weekly health and safety inspections and report cards.
Substance Abuse Prevention – drug testing program.Emergency response – prepare for and respond 24/7 to construction‐phase project incidents.Continual root cause and risk analysis.
Lost time and OSHA recordables safety performance evaluations
The world’s largest owner‐controlled insurance program.
Safety and Health Awards for Recognized Excellence (SHARE) –incentive program for workers to prevent and reduce accidents.
6. What are the quality control tools? Is a full range of tools going to be employed, including deficiency reporting, inspections, training, control checks, review of project changes, cause‐andeffect analysis, corrective action plans, and insurance?
5. Are the quality standards and requirements broad or limited?Are there contractual provisions? Laws and regulations?Project policy and directives?
4. How will quality be measured?
3. Is quality assurance integrated in the project? Does quality assurance have a relationship to design, construction, risk management, geotechnical, safety and health, legal, claims and changes, and procurement?
2. How will quality assurance be structured?
Focused and proactive oversight of a project is critical for safeguarding the public interest.1. What is the project’s commitment to quality? Is it a top priority? A constraint on cost and schedule? Does it provide for enforceable penalties for noncompliance? Will the project commit to quality
Providing incentives for project personnel to support audits, recognizing that they may be the best security against a massive project failure.
Recognizing that audits are not a substitute for good design, decision making, and project management; and
Linking the auditors with insiders that are cooperative and willing to devote the time and resources necessary to provide all critical information so that the auditor’s report does not provide a false sense of security.
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