Minnesh Kaliprasad

Project Controls Effectiveness on Successful Construction Projects (eBook, ePUB)

• Format: ePub

Produktbeschreibung

The fiercely competitive nature of construction project management also requires that contractors and owners alike must be skillful in estimating the cost and duration of each project undertaken, whilst at the same time being fairly certain of the intended scope of the project, and simultaneously delivering a successful project.
Construction projects rarely run exactly according to the originally envisaged plan, as changes during the project's execution phase are inevitable. Project changes usually translate into more time, more money, and added scope. This could be viewed by some as unsuccessful construction projects.
The communication efforts on a project can also be thought of as being at the core of a project's success, the success as a project manager, to the project management profession in general, and to the entire organisation involved with the undertaking of the project.
Project controls, whilst seen by some as a subset of the greater discipline of project management, is paramount in being able to gauge a project's progress. Given the vast amount of investment in construction projects, even an improvement of a few percent has the potential to translate into compounded savings across different industries executing projects.
The most critical project success factors can be seen to be talent, project management basics, executive sponsorship, a focus on benefits, and change management.
One project control technique in particular that will be explored in some detail is that of earned value management, or EVM. Despite being in existence since the 1960's, EVM has had mixed success and is considered burdensome by some organisations.
Furthermore, front end project controls, third party project controls as well as the possible future of project controls will be explored further.
As the discipline of project management continues to evolve and mature in many organisations, the importance of aligning metrics with success criteria will become increasingly important for project controls organisations to add value to the project teams. The way that we are now beginning to assess true project performance is evolving beyond the cost and schedule elements. Project controls must therefore expand its role in order to maximise its value to the project team.

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Produktdetails

• Verlag: Minnesh Kaliprasad
• Erscheinungstermin: 14. Juli 2018
• Englisch
• ISBN-13: 9780463750803
• Artikelnr.: 53248231

Autorenporträt

Minnesh Kaliprasad is a qualified Chemical Engineer who has migrated towards the field of project management and project controls in particular for the larger part of his working career thus far. He has over 20 years working experience with various companies ranging from the petroleum, mining, and construction sectors, in varying roles. He is currently a Project Controls Manager for South Africa's public electricity utility, ESKOM.

He also holds a qualification in the field of Project Management, and a post graduate degree in Technology Management. Furthermore, he has earned accreditation from the Association for the Advancement of Cost Engineering (AACE) for the Certified Cost Professional (CCP) and Earned Value Professional (EVP) credentials. In addition, he is also a Project Management Professional (PMP) with the Project Management Institute (PMI).

He has held the positions of Technical Director and President of the Cost Engineering Association of South Africa (CEASA) which was later rebranded as the Southern African Project Controls Institute (SAPCI) under his leadership.

He has had a total of 3 peer reviewed technical articles published in the Cost Engineering Journal, viz. Proactive Risk Management ( Cost Engineering Journal December 2006, Human Factor I and II, Cost Engineering Journal June 2006). The former article has since been featured in AACE International's Professional Practice Guide to Cost Engineering in the Global Environment, while the latter two articles have been featured in AACE International's Professional Practice Guide to Leadership and Management of People.

When he is not working he is probably running, gardening, or reading.