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Project Manager : Project Manager Dec Jan 2012
www.aipm.com.au Project Manager 21 20 Project Manager The first message he would give to everybody is to ‘slow down and live’, as they say in vehicle safety, he continued. “Far too often we attempt to run too fast on the front end, only to be forced to give all the time back several times over in execution and startup.” The need for change is clear Needless to say, the current track record on failure of major industrial projects is not acceptable. It’s interesting to note that project management professionals are rarely the actual source of the failures – most are caused by business professionals who too often do not understand the basics of the projects they put off the rails, Merrow said. His plan to redefine project management for large projects is based heavily on communication and education, as well as: • The skill and willingness to speak the truth to power and to do so effectively; • To see ourselves and be seen as equal partners with the businesses in creating successful capital assets; • More business education for project professionals; and • A greatly strengthened capability to communicate effectively to those who do not understand the havoc they create. It’s certainly not all doom and gloom, because Merrow acknowledged there is a better future for megaprojects, and that some are being delivered on time and on budget. “ Yes, there are a number of genuinely great projects out there, but most of their stories turn out to be rather boring – they simply took the time and effort to do everything right,” he said. “In some respects, the saddest aspect of these big project failures is that we almost always knew the right things to do, but for a variety of (bad) reasons, we failed to do them.” ••• COvER STORy • about ED mErrow “ My involvement with capital projects goes back to 1976, when i was a member of the faculty of Ucla and was asked by the ranD corporation, america’s oldest and most influential think- tank, to assist in a study of what makes government sponsored projects succeed or fail. that led to me joining the staff of ranD a couple of years later working in the energy research program. i developed a body of work in the program that sought to understand why new technology projects in the process industries were so problematic. in that work, i developed a way of assessing the front-end work on capital projects that would, years later, lead to the founding of iPa in 1987.” 5signs A ProjECT hAs FAilEd 1 Costs overrun by more than 25% 2 schedule slips by more than 25% 3 budget overspent by more than 25% 4 Execution time more than 50% originally planned 5 there are severe and continuing operational problems into year two of projects
Project Manager Oct Nov 2011
Project Manager Feb March 2012