I wish to present mine blog Beyond Project Controls that I had started in 2020 publishing some posts in English. Ora, only, I decided to privilege articles in Italian.
Why this title? Project control (project controls) It is a complex discipline, from the multiple implications, whose border is difficult to define. On the contrary, as happens in many other disciplines, its area expands continuously. It is still little known in Italy, even if in recent times I find a growing interest highlighted by the numerous job offers for specialized roles such as the project controls manager, project controls specialist or project planner and cost controls engineers.
The project control In its traditional value it includes planning, project planning and control, with emphasis on timing, Costs and control of the purpose of the work or the components of the baseline plan.
However, In a wider meaning, the project control also includes the Risk management and communication (with relative documentary system), change management (Change Management) and quality. In large international projects, Indeed, It is not unusual that the Project Controls Manager or Director is responsible for a series of Keying project management processes.
Basically, il control system of a project It involves many processes and has implications not only on the organization and company policies, but also, virtually, on all processes and disciplines for the project management. An example is the importance of managing and improve contractual relationships, New parameter compared to traditional times, costs, quality.
The blog Beyond Project Controls deals with the integrated project control system and the specific processes that make it up. In fact, I believe that the evolution of project control goes precisely towards the integration of processes, In order to improve the client's project management capacity and contractors, with their respective needs and needs.
The blog also addresses more specialist themes, placed on the border of the project control but which have sensitive impacts, including techniques and methodologies of:
- Delays analysis (schedule delay analysis) for contract and claim management;
- Mapping of the programs float (Project Schedule) of large size, typical of EPC projects;
- Risks analysis (Rashra, Quantitative Schedule Risk Analysis), applied to programming, By now a standard in complex international projects;
- Earned Value Management (EVM);
- Project Delivery Method.
I would like to conclude the presentation of this blog with a nod to a last topic dear to me: that ofcontractual relationships That, in my opinion, represent a new successful critical factor for a project. The project management must be effective to be effective, Indeed, be "contracted" and immediately involve all stakeholders. I learned this aspect by working on large projects internationally.
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