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June 7, 2014
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In October 2013, I joined Roads and Transport Authority (RTA) with the goal of satisfy
customers by met their projects objectives, my pain was how to measure progress of
projects from principal perspective.
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To relief this pain I establish the approach below and want to share it with you, let us start our
game. Here are five steps generated from reviewing the historical documents and learned
lessons over the last six months. In the comments, share your own tips and ideas.
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In lump sum contract, the Owner has essentially assigned all risk to the Contractor who in
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contingencies.
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3.What to measure
Project success is measured as the ability to complete the project:
According to desired specifications
With the specified budget
Within the promised time
While keeping customer/ stakeholder happy
4.Why measure
If you cant measure it, you cant control it. If you cant control it, you cant manage it.
Assess current performance
Set goals for improvement
Anticipate any potential deviation
5.Measure Criteria
Most of our projects design-bid-build
and lump sum contracts, so my
concern to the overall budget and time
performance no need to go deep of
cost breakdown and labor categories
histogram.
I have to measure project duration completion percentage and cash flow to monitor the
project progress to ensure is met on time within budget and satisfaction of stakeholders.
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Now you have schedule loaded with human resource and cost in straightforward approach
from client perspective, sure contractor MUST have the detailed schedule loaded with
productivity rated labors and planned net cost (not project fee which include their overhead
and profit) to track their actual cost (from detailed invoices) and may implement earned value
methods.
What do you think? Am I relief your pain? If youve been writing, what are your recipes? And if
you havent been, whats holding you back?
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