Category Archives: Causes and effects

Hold your breath! These are Phantom Schedules!

“Now, the fun begins. It gets even more exciting when two opposing poles get near each other debating project change notices and non-compliance reports. Arguments usually boil down to the definition of a schedule baseline and the right way to manage it. If there is no governing prior agreement, it becomes difficult to reconcile, as the expected answer has to satisfy both clients and contractors (or whichever party is involved). The perennial argument revolving around schedule baseline management is probably as old as when the term was first coined. It is sad to detect that many, especially project managers just kept on missing the points of control (Frago, R., 2016.Schedule Baseline Dilemma Part 1).”

Warning: A phantom schedule can work against its proponents in the end if sponsors are not careful.

Ghost schedule removes time management focus from the officially approved contractual schedule. Complications start when this happen.

Client cannot effectively use the phantom schedule in officially discussing path forward with the contractor. It is not an acceptable driver to get the contractor going another way. After all, this schedule does not exist. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Decision Making, Execution Strategy, Integrated Schedule, Integration, Issues and Problems, Monitoring, Opportunities, P6 Issues, Planning and Scheduling, Progress Measurement, Project Management, Quality Management, Reporting, Risk Assessment and Treatment, Risk Universe, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized | Leave a comment

Man is the Center of the Risk Universe

Doing nothing is also a decision. It is a decision that sits on your head. “Status quo” is also a decision. No escaping around it! Continue reading

Posted in Business, Causes and effects, Construction Management, Data Assessment, Decision Making, Issues and Problems, Opportunities, Planning and Scheduling, Program Management, Project Management, Risk Assessment and Treatment, Risk Universe, Risk-based Management, rufran frago, Rufran's Blogs, Threats, Uncategorized | Tagged , , , , , , , , , , , , , , , , , | Leave a comment

Project Schedule Baseline Top Ten Prerequisites

Baseline prerequisites:
1. The baseline schedule shall represent the most likely schedule

The baseline schedule is the most-likely schedule. It does not have built-in float, buffer duration, or/and dummy activities. It is neither optimistic nor pessimistic (tight or lax).

Reminder:

It has full complement of qualified resources, with no embedded risk or any built-in schedule contingency.

2. An official project BL Schedule shall be a result of Interactive Planning

All baselines set from Gate 2 onward shall be the result of an interactive planning session.

3. Schedule scope shall equal plan scope

The plan scope shall be the same scope reflected in the baseline schedule that follows. Planned scope and the scheduled scope must be in alignment. A schedule cannot have more than the scope in the plan. Otherwise, the project faces a problem (Frago, Schedule Baseline Dilemma Part 1, 2015).

Read the whole article for complete list! Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Data Assessment, Data Maturity, earned value, Execution Strategy, Information Maturity, Integrated Schedule, Integration, Issues and Problems, Managing Assumptions, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Quality Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Tools, Type of Analysis, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , , , | 1 Comment

Ten Cardinal Rules to Good Schedule BL Management

When client and contractor start throwing accusations against each other surrounding schedule baseline, one can easily conclude that a problem or issue is brewing. It can turn into big risks (Frago, Schedule Baseline Dilemma Part 1, 2015). Resolving the contentions between opposing parties can take long and potentially, can end in disaster.

To prevent such occurrence, the project must start with the right foot forward. The project manager, all his planners, and schedulers, including his contract administrators must have a solid understanding on how the project intends to manage schedule baselines.

If baseline management is not part of the plan, the project is trekking on dangerous territory. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Integrated Schedule, Issues and Problems, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , | 1 Comment

Setting the Critical Path

In the big situation, a man’s blind belief usually ends in disaster. Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Critical Path, Critical Path Management, Data Assessment, Execution Strategy, Integrated Schedule, Integration, Longest Path, Opportunities, P6 Issues, Planning and Scheduling, Program Management, Program Schedule, Project Management, Quality Management, Reporting, Risk-based Management, rufran frago, Rufran's Blogs, Tools, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Schedule Critical Path

Pencil pushers and computer jockeys are people who do not know what is going on around them, but moved only by the task to transfer listed data into the system.

Does this mean that the term critical path is but a salesperson word? Continue reading

Posted in Analysis, Business, Causes and effects, Critical Path, Critical Path Management, Data Assessment, Execution Strategy, Integrated Schedule, Integration, Issues and Problems, Longest Path, P6 Issues, Planning and Scheduling, Primavera Administration, Program Schedule, Risk-based Management, rufran frago, Rufran's Blogs, Threats, Type of Analysis, Uncategorized | Tagged , , , , , , , , , , , , | Leave a comment

The Risky Future of Oil

In risk-based management, one tries to anticipate the risk. The risk is either a threat or an opportunity. The issues of today are the risks of the past. The risks of the future are driven by the issues and problems of today. How the issues are addressed today will decide what happen in the future. These are fundamentals of risk and risk-based management. The risky future of oil points to the events that threaten it and the opportunities that come close behind ( Frago, R., 2015.Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective).

No one expert knows exactly how much oil out there exceeds the global volumetric demand but all seem to agree that the entire world is drowning in it. The Gulf countries, foremost Saudi Arabia are reportedly pumping at almost maximum capacity without blinking an eye.

There are now more than three billion barrels of excess supply in world oil markets, according to the International Energy Agency last November 2015. It its latest monthly report, the IEA said this “massive cushion” of excess supply has grown as oil prices have fallen to a new normal of around $50 billion barrels a day (The Telegraph, 2015). We can all extrapolate what is the current figure as of today and we won’t be dead wrong.

With Iran back on play, it won’t be long before the Iranians fully open their discharge valve occupying whatever space is left to take. This Saudis are doing all they can to protect and even grow market shares. The object is to prevent arch rival Iran from surging back with vengeance. It means that whatever good things the last twelve months retreat shelving drilling, exploration, and billions worth of projects, truth of the matter is, it might not be enough. Continue reading

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The Ant and the Grasshopper: Modern Version of Aesop’s Fable

So, I ask all of you gently to open your eyes and expand your mind when exercising your precious electorate right. Always remember this: There are many people in the world who do not have the democratic privilege of deciding who run their nation. Make sure you vote! Make sure it counts! Continue reading

Posted in Canadian Politics, Causes and effects, Fable and Stories, Opportunities, Risk-based Management | Tagged , , , , , , , | Leave a comment

Conducting Project Analysis: Using PIRCAD Approach Part 1

Faced with a question on how one would analyze a problematic situation on the spot without going to any existing analytic templates and guidelines, the PIRCAD approach was born. The acronym is odd sounding but easy to remember. It simply … Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Economics, Issues and Problems, Monitoring, Opportunities, Planning and Scheduling, Project Management, Reporting, Risk Assessment and Treatment, Risk-based Management, Rufran's Blogs, Threats, Type of Analysis | Tagged , , , , , , , , , , , , , , , , | 2 Comments

Conducting Project Analysis: Using PIRCAD Approach Part 2

This is a continuation of Using PIRCAD Approach Part 1. If one thinks about it deeply, an analysis is only required because of change. A problem is brought to fore by something that has changed. It is solvable while an … Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Economics, Execution Strategy, Issues and Problems, Monitoring, Opportunities, Planning and Scheduling, Progress Measurement, Project Management, Reporting, Risk Assessment and Treatment, Risk-based Management, Rufran's Blogs, Threats, Type of Analysis, Variance Analysis | Tagged , , , , , , | 2 Comments