Project:
1 - PHC Consortium
Description:
Conventionally on major projects, the Project Owner assigns an EPC (Engineering, Procurement, Construction) company to run the project through to completion using a network of subcontract companies. All parties are bound by their own individual contracts and the Owner becomes detached from the workings of the project, relying on hierarchical reporting for information on progress. The EPC contractor tends to be reluctant to share status information, but this is essential for proper working of the PHC Service.
Desired Outcome:
Smooth project progress to completion, with a good quality operational product or process delivered.
What Could Go Wrong:
1. End-of-project problems handed over to Operations.
2. Poor quality project solution.
3. Project cost exceeds expectation, including contractor claims for alleged 'extra-contract' activity.
Current Situation:
The PHC Service neutralises the threat of contractor claims arising from perceived Owner 'interference' by the persistent posing of Clarifying Questions from breakdown of deliverables set out in the main contract. Direct access to contractor information is in theory not required if the PHC database is 'status only' and doesn't imply 'instruction'.
Action Strategy:
1. Capture the information gathering process in training materials.
2. Develop a Deliverables Tracker to use as a project example.
3. Implement a weekly report for the PHCC project, for example of how it works on a project.
Concern Category:
M1 Project Management
Location:
Analysis: Not available
No snapshots found.