What do you do if your Field Service Engineering project is lacking effective project management?

In a past project experiencing delays and budget issues, we conducted a thorough assessment of schedules, budgets, resource allocations, and communications. This review highlighted that the primary issues were unclear objectives and inadequate leadership. Misalignments between management's expectations and the team's understanding, coupled with a project manager lacking necessary leadership skills, were derailing our progress. By clarifying objectives and strengthening leadership, we successfully realigned and got our project back on track.

After analyzing historical Root Cause Analyses (RCAs), some older than 1400 days, it became evident that a comprehensive restructuring and new approach were necessary. We reassembled the core teams for each RCA, introduced weekly calls to improve communication, and realigned our efforts by resetting milestones, adjusting deadlines, and redistributing team roles. These strategic adjustments ensured our project's scope and timelines were realistic and closely aligned with the project's revised objectives. Following the restructuring, we observed a significant reduction of over 30% in open RCAs within just two months, demonstrating the effectiveness of the new strategies in enhancing team performance and project outcomes.

In a past FPSO project, we faced challenges from poor communication, leading to delays specially because it was a Brazil project with China manufacturer. To address this, we established weekly video meetings, clarified reporting lines with an updated org chart, introduced feedback tool, meetings at site in China, and implemented a project management software as a central information hub. These steps significantly improved transparency and efficiency, allowing us to manage tasks effectively, streamline decision-making, and maintain project timelines. The result was a successful project delivery and a more cohesive team environment.

On a project struggling with management issues, we realized the key to revival was to actively engage our team. We started involving everyone in the problem-solving process, actively seeking their input during brainstorming sessions. We clearly communicated the revised project goals and everyone's roles in achieving them. All basic role and responsability need to be adressed and clead communicated. This fostered a collaborative environment, utilizing the team's collective expertise. The engagement increase the team morale significantly, and team members felt a renewed commitment to the project’s success. All this leading to a noticeable improvement in performance and outcomes.

Recently, during the Root Cause Analyses (RCAs) for post-COD projects, we encountered stagnation primarily due to individual engineers working in isolation. To invigorate progress, we formed dedicated teams for each RCA and introduced weekly focused sessions to collaboratively address the issues. Additionally, we enhanced transparency and accountability by communicating weekly updates every Friday to stakeholders and higher leadership. This approach not only spotlighted the challenges but also showcased the team's dedicated efforts, significantly boosting the visibility and momentum of our RCAs.

As an engineering manager first I will try to identify the gaps then will create the detailed project plan with clear objectives. I will have open communication with the team to understand their thought process to streamline the situation and will start collaboratively to work on the milestones that we want to achieve as a team. If required I will take help from some other more experienced managers of the same organisation for training the team and their engagement as well in project management.

As an engineering manager first I will try to identify the gaps then will create the detailed project plan with clear objectives. I will have open communication with the team to understand their thought process to streamline the situation and will start collaboratively to work on the milestones that we want to achieve as a team. If required I will take help from some other more experienced managers of the same organisation for training the team and their engagement as well in project management.