SUCCESSPRO Asesoría y Consultoría para proyectos exitosos THE WAY OF SUCCESSFUL PROJECT KEY ASPECTS 2015
SUCCESSPROAsesoría y Consultoría para proyectos exitosos
THE WAY OF SUCCESSFUL PROJECTKEY ASPECTS
2015
SUCCESS AND FAILURE
Project Successful
eeer
Society
Project
sSuccess
effect impact
relevance Sustainability
cost Quality
time
Project Governance – Strategic Performance (Operative Phase)
Project Management.- Tactical Performance (Project Execution)
Project Tactical Success
Success
Project Fails
Mistakes
Project Formulatio
n
Objectives and Scope
Assumptions
PlanningExpectatio
ns
Information
TecnologyEstimation
Studies
Stakeholders
ManagersTeam Work
Risk Manageme
nt
MEGAPROJECTS RESULTS
Megaprojects Successes and Failures
100 billinv Industrial Megaprojects Edward W. Merrow
Minerals Successes and Failures
Project Director Turnover
Success Key Aspects
Keys of Success
Reading Signs and
realignment
Business and Project
Knowledge Working Team Selecction and Organization
Risk and ClaimManagement Strategical
and Tactical Success
PEP Definition
Scope Change and Control
Complete FELStakeholders
Involvement and Comminment
Communication , Integration, Control, follow up and Team Work
CHISCOM
Stages versus Value ContributionVa
lue
Impa
ct P
oten
tial Cost of Adding Value
Pre Inversional
InversionalExecution
Operation
Closure
Business P
laning
EPCM Stages Cost Impact
Integration of Planning and Execution
KICK OF MEETING
KEY DOCUMENTS
REVIEW
PLANNINGADAPTATION
DOCUMENTSUPDATE
IMPROVED COORDINATIO
N
BASIC COLABORATIO
N
RESOURCESRE
ESTIMATION
INTEGRATED PLANNING
AND EXECUTION
FEEDBACK
RISK WORKSHOP
PROJECT PRESENTATIO
NTO TEAM AND STAKEHOLDER
S
Project Execution – Success Keys
ProbabilisticPlanning
SubcontractorIntegration
Remote Collaboratio
nManaging
Bottlenecks
CapacityManagement
DeliveryPromising
ScheduleRisk
Date Management
FunctionalAlignment
Control Work in Process
Collaborative
ExecutionPriorityControl
Integrated Plannig and Execution
Improved Coordination
Basic CollaborationVisibility, Uncertainty and Capacity
Control the Work – Intelligent Execution –Release Capacity
Project Goverment
Project Management
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Execution
Supervision Warranty
Directive ComiteeExecutive
External Advisor
Material SupliersEquipmentManufactorers
Contractor EPCOwner’sEngineering
Consultores Subcontractors
Project Sponsor
Project Manager
FunctionalLeaders
Contract and Procurement
Not to choose the cheapest option
Detailed knowledge of the prime contract
Knowledge of the building place and the available resources
Negotiation capacity
Contracts and Procurement Scope
Contracts and Procurement strategy selection
Capacity to assume risks
Awards and penalties
Forms of payment
Contract Strategy
Contract Strategy Selection
© Bechtel | 31
Establish Project Parameters, including scope, cost and program
Establish a scope when being contracted versus execution by the owner
Evaluate Organizational Options(EPC ,EPCM ,Multi-Prime-BOT)
Evaluate Price Options(Total Sum, cost+incentive)
EvaluateAwardOptions
SelectionContractStrategy
Choosing Appropiate Construction Contracting Method, Christopher M. Gordon, ASCE
RISKS MANAGEMENT
MANAGEMENT
Risks and Opportunities Identification
Assesment
Estrategical
Follow Up and Control
Lesson Learnt Application
RESPONSIBILITY
FEL 1 Owner
FEL 2 y 3 Owner and Design Contractor
Execution. Owner, Design and Construction Contractors
Long Term Owner
RISK DEFINITION – REAL EVENTS
RISK DEFINITIONExperience
AnalysisSimulation
MATERIALIZED RISKS TURBULENCE ZONE
REAL EVENTSLack of Information
MistakesEmerging Process
MAIN RISKS IN PROJECTS
AMENAZASAL
PROYECTO
Political Regulations
Changes
- Environmental
Permits- Risks of Nature
- Comunities
Commodities Price
Market Risks
- Project Results
Lack of Criticla Resources- Funding
- Technicals and
Operationals- Water and
Power Energy
Stakeholders Expectatives
Riesks of Project
Completion-
- Changes and Claims Managemen
t- Estimation
Fails
- Managemen
t TeamRisk
Allocation
EXTERNAL
INTERNAL
COST AND SCHEDULE CONTROL
Cost Save
Cost OverrunAs it should have been
Stategic Understimation
As it was
Time
Cost
FEL Execution
Cost Estimate – Actual Expenditure
Revenue Estimate - Actual Revenue
Revenue Estimate
Revised Estimate
FEL Execution Operational Phase
Strategic Overstimation
Actual Revenue
COST AND SCHEDULE CONTROL
Rebound Effect
Scope Change Stakeholder
sExpectative
s
Cost Overrun
Information OverloadClaim Control
and Solution
Schedule Spillage
Cultural Differences
SUCCESSPROAsesoría y Consultoría para proyectos exitosos
THE WAY OF SUCCESSFUL PROJECTKEY ASPECTS
2015