In a public organization, improving the scheduling management process requires good planning, effective communication, and vigorous implementation. It is a challenging task to assess a company’s current processes, identify areas for improvement, develop new schedule review and monitoring procedures, and implement recommendations.
Our Construction Management team regularly conducts such reviews, and Dr. Pei Tang, director of project controls scheduling, developed a case study to document his findings and share them at the Project Controls Expo in Washington, DC.
The work of his team resulted in new schedule review and monitoring processes that reduced review duration, improved the quality of schedule updates, maintained contemporaneous schedules for all projects, and recovered project delays. The project managers’ experience with the new scheduling process built the trust necessary to use it to manage future projects.
This case study shares the challenges, solutions, outcomes, and lessons learned from this task:
- Secure support from senior management.
- Develop a detailed implementation plan.
- Track the implementation process and its effectiveness.
- Have a flexible team of schedulers with strong analytical and communication skills.
- Train and work with the project managers as a team.
- Stick with the goal but be flexible with the approach.
Download the complete case study > Challenges and Lessons Learned from Establishing Schedule Review and Monitoring Process in a Public Organization
Dr. Pei Tang has 10 years of experience in program and project controls of infrastructure projects, including planning and scheduling, cost control, delay analysis, and qualitative and quantitative risk analysis. He has led the project controls team to control high-profile engineering and construction projects for both contractors and owners that have met mission-critical and demanding cost and time restraints. He is currently TYLin’s Director of Project Controls Scheduling and serves as the President of AACE International New Jersey Section.