So you mainly use Primavera P6 as the scheduling software, but then sometimes you get schedules in Microsoft Project and it needs to be imported in to P6 for a more streamlined utilisation and integration with the rest of the project schedules. The importing process has to be done in a controlled manner to maintain traceability, so here is the process,

You make the effort and cost load the programme to measure performance through Earned Value Management, then a pile of CEs arise, which require adding to the schedule, but, they aren’t yet implemented, no cost attached! Does performance monitoring stop?

Terminal float is a term widely used to describe the float between planned Completion and Completion Date under NEC (not an NEC term though). In this brief, I will discuss the ways of managing terminal float representation within the schedule in different scenarios.

This framework introduces a single evolving baseline that integrates provisional CE scope (time and cost) upon notification (time) and quotation (cost) without waiting on implementation. It enables real-time earned value tracking, provides forecast clarity, and supports entitlement without corrupting contractual integrity.

Whether it is a simple package or a complex project, implementing basics and first principals remain mandatory. That way, consistency in approach and results is maintained.

In this brief paper, I will share a case study where some would consider the task in hand simple, and I would agree. The basics however, remain the same.

This brief highlights why we need a framework to manage what is known as programmes baselines. It seems that everyone has a different idea of what a baseline is, and they may all have a point. So, let’s explore the following:

Ø  Baseline Stakeholders

Ø  The different Baselines

Ø  The misalignment of Baselines

Ø  A Baseline Framework (misalignment management) – Part 2

That way, hopefully, “Managing Baselines” may have a meaning to it, more like “Managing Baselines Misalignment”.

Why prioritise packages

Well, for the obvious reason, you have a small procurement team and a lot of packages to procure. Prioritising packages, so that every package is delivered just on time will help resourcing.

There is a trick though, because you don’t want to end up running out of time when the package is required. This is when advanced planning comes in to place.

“A winning programme doesn’t just win the bid, it sets up the delivery team for success”, and so this paper highlights the key components of a winning programme.

It all starts at tender, where the quality of the submission really matters. A quality programme instils confidence and delivers a compelling message to win the works. It is also ready for delivery and invites the project team to adhere to it and deliver the tender strategy.

Creating efficiencies require out of the box thinking, and when it comes to data management, there are no boundaries,

If schedule management efficiencies, compact schedules and detailed updates are your goals, then here is a way to that will get you there,

Understanding Earned Value terminologies is important to avoid mixing value and cost,

So you inherit a tender programme that has high level bars and there is a need to break this further, here is how to do it in a controlled environment,

Maximising EOT under NEC4 contract is about timing,