The Sydney opera house is an incredible feat of architecture. Well ahead of its time when completed and now recognized throughout the world, it’s a building that changed the image of an entire country. Unfortunately, at approximately ten years late (and AUS $95 million over budget), it’s also famous, in scheduling terms, for being something of a disaster.
Our latest download explores how the four variables of activity duration, cost, resources, and risk can be best optimized when working with complex schedules in SAP Project System (PS).
Managing a large aerospace project is no mean feat. With so many aspects to juggle and keep control of, investing in a specialist software solution will undeniably make your life easier and help ensure that your project is delivered on time and on budget – no matter what comes your way.
Shutdown projects, also known as turnarounds, planned outages or STOs are a distinctive and demanding type of project. Stakes are high, as is pressure on the schedule and project team. They are typically costly, short in duration, high risk, require a large number of human resources (including a substantial proportion of sub-contractors), and have a significant focus on HSE (health, safety and environment). The complexity of these projects dictates a sound process for planning and executing. Meanwhile, the pressure on schedule and overall duration turn them into the formula 1 of project execution and control.
Last month, our annual conference Forum Safran 2017 gave Safran Project and Safran Risk software users the opportunity to learn, share and discover. At the heart of the conference were the ideas and experiences shared by the project controls and planning professionals that spoke at the event, such as Gunnar Myrebøe discussing his experience with Ocean Farming.
We are excited to announce the release of Safran Integrator for ILAP, a powerful solution supporting the ILAP XML Schema for project scheduling and control data exchange.
Safran hosted a live and interactive webinar, featuring guest speaker Jonas Gran who was a Project Planner on the Oslo Gardermoen Airport Terminal 2 project.
Information is key to project control and management. Without the ability to communicate relevant and timely information to key stakeholders there is no control over the project and, ultimately, it will fail. To achieve project success, it's imperative to acquire and share information effectively, and the best way to do this is using reports.
For decades and since the early days of computing, having the right information available, easily accessible, at the appropriate level of detail, and on a timely basis has been the desire of management at all levels.
A project schedule is a prediction of future outcomes or states, for example: "by May 18th we will be 24% complete”. It’s a forecast of delivery date, project completion date, engineering completed, start of fabrication, start of construction, delivery of equipment and materials, planned and future performance, resource utilisation, resource availability and more.