Category: Capital Project Management

Legal advice was usually requested when setting up contracts for engineering services and construction management, when purchasing property and land, and resolving queries relating to equipment supply terms and conditions

The advice was so thorough, especially regarding liabilities, that sometimes wading through the detail in order to set priorities for decision making and negotiation was not easy

If one was not careful, special conditions to model forms of contract would start to become disproportionately large and take an age agreeing

Fortunately project managers are equipped with the the risk analysis and stakeholder management skills to usually establish proportionality

The above opinion is made without prejudice

This begs the question are we inadvertently making some areas of project management too complicated? Effectively using “hammers to crack nuts” and time consuming for project resources

The posts I refer to are as follows:

• A simple way to store project data
• Capital budgets do not need micromanaging
• Minimise change control classification
• Simple risk matrix using project objectives

The trend is probably due to the push for and availability of modern computing and business systems. The phrase “more resources measuring the pig than fattening it” comes to mind

Generic images of capital assets from the wide range of industries I had the pleasure to be be involved with (to make use of my image licence subscription)

Key to this was classifying change to help those forecasting and controlling costs