Project Control in Design Engineering
This collection of research on design includes CII’s initial research on project control in design engineering. A very important concern in project controls is that of scope definition. The research suggests four key elements for project success: (SD-12, p. 94)
- Organization – Two basic project control approaches to organization; a strong matrix or task-force organization
- Progress Measurement – How to determine if work is progressing at the planned rate
- Schedule – Developing a schedule of the work to be performed is a key element in the planning process.
- Project Control System – To be able to control a project, a system must be developed that provides a framework for collecting, storing, and retrieving all project-related data.
The research identified 21 findings that comprise preliminary indications concerning the effectiveness of project controls related techniques and procedures. Contractors identified 16 of these findings while owners identified five. Details of all 21 can be found in the research materials. A few examples of the findings are listed below.
- Owner – There is a trend to break projects down into several small project elements.
- Owner – The amount of up front planning and information provided in the bid package differs dramatically from firm to firm.
- Contractor – There is an increasing emphasis being placed upon educating project personnel in project controls and on decentralizing project control groups.
- Contractor – There is a trend to controlling work by work packages.
- Contractor – Small computers are the next technological step in project control.
Another key observation from the research is that the lack of project controls is one of the leading factors of an unsuccessful project as identified by contractors. Factors influencing a project are shown below.
Successful Projects
- Well-defined scope
- Early extensive planning
- Good leadership, management, and first line supervision
- Involved positive client relationship
- Project team chemistry
- Quick resolution to changes
- Engineering managers concerned with the total project, not just engineering
Unsuccessful Projects
- Ill-defined scope
- Poor management
- Poor planning
- Communication breakdown between engineering and construction
- Unrealistic scope, schedule, and budget
- Poor quality of project team members
- Many changes
- Lack of good project controls
