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Need to identify where things go wrong. Formal postmortem procedure, preferably one that several D&C firms would be willing to subscribe to. Maybe under ICE/PMI auspices.
DermDermod Wood, PhD MASCEPittstown, NJ
Many researchers believe that the failure of construction projects to achieve their objectives without exceeding the cost and scheduleis due to the failure of the project managers to manage the risks that are likely to be encountered during the project life cycle.
A common statement by PMs some years ago to their upper-level managers:
"Scope, Schedule, Budget. . . . Pick any two!"
Dr. W. Edwards Deming proved that when projects fail:
"It's the system, not the people."
And given the org's executives are the only people who can change their system, until they do "Project Chaos Reigns!"
In the after "Construction Complete" phase, I wonder how many develop and deliver a "Risk Management Guide" for the project's "Operational Risk Management?"
The best "first stop" for the above question presented is at pmi.org
Billp.s. We learn that "Post Mortems" are useful if, and only if that type of process starts at "Project Start-up,"and continues during the project's life, at least on a three-week cycle.
The Standard for Risk Management in Portfolios, Programs, and Projects