Here's how you can ensure on-time and budget-friendly project delivery as a project manager.

My go to key tips 1. Setting clear project vision and objective 2. Communication and alignment to every stakeholders involved 3. Adopt disciplined project management and control methodologies 4. Creative and collaborative problem solving

Hand pick your technical and support staff. Competent and strong staff is essential to program success. Competent engineers will most certainly ensure meeting contractual milestones and deliveries.

Start with a Capabilities Based Plan describing the capabilities needed to accomplish the MIssion or fulfill the Strategy before ever defining the deliverables, schedule, risks or any other outcome. Define the Measures of Effectiveness and Measures of Performance for each Capability. Only then proceed with the elements in this element.

Follow the Basic steps 1- Project schedule 2 - Prepare a procurement schedule incorporating delivery dates as per schedule 3 - Prepare purchase orders 4 - Identify long lead items 5 - Ensure timely payments to vendors

Most PMs have to live with the budget they’re given. One skill to master to best manage your budget is change management. Optimism is the death of any budget.

In my experience effective communication is the life line of every project considering that how well a project dose is a reflection of the following communication nuggets: 1. What is communicated to the team 2. How it is communicated usually should be simple and easy for understanding and execution 3. Who is responsible for the process execution of the instructions communicated. 4. When to measure output from communication People sometimes do what they are told and how they where told hence it becomes important to continually communicate effectively to keep the project on the right part

In my experience, communication and dialogue is the key. 1. Early communication of warning signs to stakeholders is key. 2. Preparation of mitigating measures and getting buy in from stakeholders is responsibility of the project manager. 3.

In my experience it is crucial to involve the stakeholders affected by the change actively in the project, to ensure several different opinions and points of view can be considered. Always have an open ear for concerns raised and talk openly to everyone. Often tacit knowledge exists, which can only be identified through dialogues with involved parties.

The quality of the information being communicated is as important, if not more important than the quantity. It is crucial to be honest about the status, risks and issues impacting the project budget even if the stakeholders may not like to hear the information at that time. Informed people/stakeholders make informed and accurate decisions. This is how you give and earn trust as a Project Manager.

There’s an old but true statement: bad news doesn’t age well. Keep the good news to yourself. Optimism can wain quickly if you focus on the rosiness and not the rotten.

Tracking of Earned value on your project is key to ascertain the gap of planned progress (schedule), spent (cost) and actuals

Tracking progress should also include noting delays to start due to, number of days of delay, cause, cause and days of activity interruption, etc This should be sufficient to compile an complete as built Tracking and notice go hand in hand for establishing cause and effect.

Develop a detailed schedule from the start with input from the CAMs. Make the schedule realistic and achievable and not a “wish list” that is not achievable. Make certain all items in the SOW are captured and planned realistically. Never assume anything.

Revisar y hacer seguimiento del RO y GVG son práctica clave para una adecuada toma de decisiones por el bienestar del proyecto y de la empresa

On my current project we have intensify efforts by have a daily morning 20mins tea meeting to set targets and monitor progress of previous days. This is working out great as we are achieving the following; 1. Identifying possible hitches that could obstruct daily progress 2. Monitor daily and weekly work plans that will translate into weekly cost forecast and monthly evaluations 3. Drive the team to achieving overall project objective 4. Help the team on a regular basis to keep them on track 5. Identify procurement and logistics issues to be resolved to facilitate progress 6. Much more

Risk management is about planning for the worst, and actually having a recovery plan. Have a sense of urgency on everything, especially the recovery. Hope is not a strategy. Old saying that still speaks volumes.

In my experience in managing engineering projects, the risks are - 1. Cost overruns due to unchecked cost monitoring by the project team and uncontrolled spending by the disciplines. 2. Delay is submission of the change management and not restricting the scope creep by the project manager. 3. Due to schedule pressures, allowing scope creep/changes without finalising the negotiated price.

Risk could be foreseeable and unforeseeable depending on the project type. We have encountered unforeseeable and unpredictable risks on the Heritage restoration’s project we are working on. What we always done is to do the following; 1. Identify them as we progress 2. Analyses and assess its impact 3. Outline controls and mitigation steps 4. Communicate the plans to the team

En mi experiencia, tener la capacidad de adaptarse a la flexibilidad implica decidir oportunamente y transformarse para optimizar el recurso con el que se cuenta. Ocasionalmente esta flexibilidad viene acompa?ada con todos los cambios y reprocesos que se generan, que por supuesto deben verse reflejados en el correcto control de costos adicionales. La agilidad en poder responder oportunamente finalmente libra a la empresa y al proyecto de posibles riesgos como los sobrecostos por actividades no controladas en recurso, calidad y tiempo.

Plans and target might by need to change on a project hence the need to ensure flexibility but with a goal of still achieving the overall project objective. Flexibility in areas of resource allocation, extended working hours, change of methodology, expectations from teams and other things could prompt the need for options hence flexibility. A project that easily adopts to need for flexibility is more likely to toe the part of mitigating slippages and responding to change or risk as the case might be. Flexibility is crucial and essentially though many might disagree

People management and motivation of the team is an area that is well overlooked but yet vital to every project. A team that is well motivated and managed is more prone to achieving its goals than a team that is not.

Contingency plans In my perspective, having a comprehensive contingency plans is one of the key part of delivering a project efficiently with minimal deviations. In modern scenarios mostly in PPP type of contracts, there can be multiple challenges in executing smooth flow of work and require better contingency plans throughout the projects. In order to develop such plans, anticipated risks need to be identified and plans should be developed around them to bypass or reroute those tasks.