Expected challenges in Project Execution

While framing schedule in Predictive Project Execution Methodology, Project Manager (PM) takes ample precautions in estimation of activity time, cost, and sequencing.  

Once the schedule is frozen by the team and approved by stakeholders, it becomes sacrosanct for PM. The challenge remains to adhere to the planned schedule because all the stakeholders monitor the project on the agreed scheduled timelines and cost. 

There are some situations which demand schedule crunching or fast tracking of the activities to achieve project milestones and targets. 

Let us discuss some of the typical situations: 

• Engineering delays: 

Completion of on-time engineering and making the working drawings available as per schedule is the key to kick start the project in the right direction. Release of sequential drawings as per schedule plays a pivotal role in planning subsequent activities and inputs to the project execution. 

PM needs to ensure availability of input data to engineering on time so that non-availability of inputs does not become an impediment to engineering. 

In case the working drawings are to be supplied by client, PM needs to keep track of the drawings as per the dates agreed upon in schedule and coordinate with the releavant stakeholders to ensure timely availability and in case delayed, keep stakeholders informed of the cascading effect on time and cost. 

• Legal & Statutory clearances: 

Depending on the type and location of the project, different legal and statutory clearances are required for the project to commence. Some of the legal and statutory compliances are periodic also. 

PM makes an exhaustive list of such clearances and compliances in the beginning of the project and finalizes RACI matrix.  

Some external clearances may take more than estimated time and have cascading effects on subsequent activities.  

PM can also resort to taking help of external agencies which normally work on such clearances and have a good record of accomplishment. 

Appropriate budget provision at initial stage for such activities need to be made. 

• Non availability of work force with required skill and numbers: 

This is the most common challenge in project execution and many of the external factors influence availability of work force. It can affect timeline as well as cost, or both.  Though at the time of resource planning, this is planned meticulously, and corresponding budgetary provision is made with contingencies built in, external circumstances may lead to paucity in the market. This is the most common cause which if addressed properly with adequate fair wages, incentives, labour camp living conditions, health care, welfare, and labour relations will go a long way in streamlining the project execution.  

Some companies have labour mobilizers placed at labour intensive places in different states to facilitate and finance their identification, onboarding, and travel. 

Maintaining correct balance of different skill set is also important to avoid idling of one skill due to non-availability of another skill. This will in turn have effect on productivity and cost. 

• Unexpected paucity of raw/finished materials in the market: 

Some external situations may lead to unexpected shortage of raw materials for the project execution like non-renewal of mining lease by government, non-availability of river sand in rains, unexpected transport strike, public agitations, fluctuations of input material cost leading to delay in availability of finished material etc. 

Project Manager does keep a provision of timely availability of material with some float when it is required for an activity and for some bulk material some stock is also maintained. Despite such precautions the interruptions may last longer than provisions made, and it affects the project timeline and cost. 

In such situations, PM needs to re-prioritize the work meanwhile, and once the situation becomes conducive, fast track or compress the activity. However, this will again be a cost and should be met from contingency provisions made in the budget. 

Supply material/ equipment by third parties: 

Supply materials by third parties are identified and proper activities are assigned in the schedule for placing the order well in advance to make the material available on time for the assigned activity. Long lead items are also identified and factored in the schedule accordingly. 

However, any challenge in the factory or premises of suppliers affects the supply. Sometimes delay in supply erodes the time gap factored in schedule, in supply and fixing, PM needs to take corrective action. 

Time to time monitoring of the progress at supplier's premises from the ordering date, having a fallback option in case of any unforeseen delay, having pre-dispatch inspection at supplier’s place, activating contingency plan are some of the tools, PM need to deploy to ensure timely supply. 

In case it is an equipment, clear quality plan in the order and pre-dispatch check/testing defined in purchase order with schedule is essential besides commercial conditions. Keeping adequate time for pre-dispatch checks and corrections in case identified in purchase order is necessary. Supply of equipment in totality also needs to be ensured by proper supporting list of parts and checking at the time of receipt to avoid delays at the time of installation. 

Conclusion: 

We are not discussing the effects of force-majeure on the project, because the same needs to be dealt on the separate platform. 

Whatever may be the earlier learnings of the project execution, every project entails a unique problem, and PM will be required to find out a roundabout way to overcome the same. 

The causes discussed in preceding paragraphs are few of the reasons which affect the project delivery. For the stakeholders these are expected risks which have a solution, which should not be affecting the schedule.