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.
Float or slack, when present, is an important asset to any project. It provides flexibility in the project schedule and as an important asset should be managed carefully. But how can project managers go about more evenly sharing a project's float?
A few years ago, I came across the concept of 'Watermelon projects'; projects that are green on the outside but red at the inside. It can be observed as part of the summarized management reporting structure - the higher up the ladder the greener the project gets.
On the 27th of June, 2017, Safran hosted a live and interactive webinar, featuring guest speaker Jan B Johnsen, Commercial Manager and Process Owner for Project Planning at Aibel, that focused on risk analysis and how to improve project planning.
We are excited to announce the latest release of Safran Project, v7.2. Here's an idea of just some of the new capabilities in this release.
Very few projects are ever completed according to the original plan and budget. Change is inevitable, but mandating that proper change control processes are in place can help minimise their impact.
A baseline is an important element of project management. Without a baseline, there will be no performance measurement and no earned value analysis for your project.
A sound principle of project management is ensuring the baseline is set at the planning stage and not altered later on unless due authority is received from the project owner. When revising the baseline make sure the original and any previous baselines are not lost. A proper baseline process earns value and credibility for the project.
Today is the big day for Oslo Airport as it opens its new Terminal 2 building.
The Terminal 2 extension project took a total of 9-years to complete, with a cost of nearly 2 billion USD, but now Norway’s main airport is ready to better serve the 26 million passengers that pass through its doors every year.
UPDATE:This webinar has passed, if you would like to learn about Glen Alleman's five principles, an how Safran Project and Risk can support them, you can now watch the recording:
Change continues to be the defining feature of European capital project management in 2017. Throughout several industries, including oil and gas, engineering and construction, and the public sector, major internal and external forces are driving forward change, requiring industry leaders to rethink strategies.