CIMA+ relies upon experienced specialists who begin by defining and implementing the work breakdown structure. This phase acts as the foundation for drawing up a schedule and core budget for the project. The data collected during the project's execution could be compared to this baseline for the purpose of determining performance indicators to monitor and control the project efficiently.
CIMA+ ensures that the project monitoring and control cycle is initiated as soon as authorization to launch the work is received and the project scope is properly defined. This includes all the content, quality, schedule and budget parameters. Performed regularly and thoroughly, these activities provide a timely and dynamic picture of how the project is progressing. We always follow the monitoring steps, which must be done in accordance with the rules established at the beginning of the project, namely:
- Collecting relevant data on the progress of the project as a whole
- Data processing according to procedures established in the management system
- Regularly measuring and evaluating the project's progress, as well as evaluating the variations in terms of scheduling and budget planning
- Creating various progress reports and their distribution to different internal and external decision-making bodies
- Identifying problem situations that could impact the project's progress
- Establishing the necessary corrective actions and the means required and, consequently, mobilizing the authorities involved with regard to the decisions to be made based on the priority and urgency of the identified problem situations
- Implementing corrective actions and assessing the results obtained
- Handling requests for change related to the scope of the work
Project control carried out by the CIMA+ experts is based on the control of time, cost, scope and risks, and it is realized as follows:
Schedule and Cost Management
The Project Control Officer during construction is responsible for:
- running on-site control activities;
- measuring work progress;
- controlling costs;
- creating a link with project accounting;
- administrating the services of the site office;
- managing documentation.
Each contractor must prepare a project program that is integrated into the project schedule after validation by the Project Leader.
As requested by the Project Control Officer, the site Planning Supervisor must prepare a work progress table for each construction contract that contains:
- the contract's weighted value;
- the anticipated percentage of work completed per period;
- the actual percentage of work completed;
- the duration of activities;
- the S curves comparing anticipated progress with actual progress.
The person in charge of planning, estimating and cost control (PEC) also writes a weekly report on the progress of the work and each contractor's productivity. The collected data are mapped onto the progress charts, the labour charts and the project program updates.
Controlling contractor productivity makes it possible to monitor work progress and determine labour needs, while assessing contractor claims, where necessary.
To ensure that the project scope is managed efficiently, CIMA+ calls on project management specialists who define the project content in terms of deliverables and work packages to develop the work breakdown structure.
Along with setting the parameters that will ensure the project's success and allow the project's goals to be achieved, our experts implement a project scope management process to:
- predict, detect and control any change in scope;
- set up a contingency plan;
- ensure that decisions made in response to change requests are communicated to all stakeholders;
- measure project performance.
Risk management goes through organizing and conducting risk analysis meetings with all affected stakeholders (managers, engineers, users, operators, etc.). It is then important to manage identified risks by monitoring them at regular intervals or at determined checkpoints, by developing and deploying a mitigation plan, where necessary, and introducing risk management support tools. Risk management also includes sustained interaction with all other relevant fields of knowledge concerning their own risks, especially that of cost and schedule management.
Risk management consists of identifying project risk factors and analyzing these factors to prevent or respond to them appropriately whenever they occur throughout the project, in accordance with the established objectives. Therefore, it consists of optimizing project results with regard to time and cost, while maintaining the required level of quality in terms of deliverables.
The risk management strategy is established at the beginning and maintained throughout the project. The risk management strategy to implement as part of the projects in collaboration with Public Works and Government Services Canada (PWGSC) should include the planning of the project and the procurement necessary to complete it. In order to ensure sound risk management for the project, members of each interest group will be involved in risk management.
The process includes the following steps:
- risk identification;
- risk quantification.
Responses to risk factors
The team will be able to determine the best means of dealing with project risks by:
- identifying the risks associated with the areas of uncertainty in the project;
- assessing the risk impact on the scope, the product, the schedule and the cost of the project;
- calculating occurrence probability and impact;
- quantifying the risks and the solutions to reduce or avoid them;
- establishing a risk directory and communicating risk and proposed mitigation measures;
- integrating the decisions made throughout the project.
The risk management plan shall be reviewed by the consultant as the project progresses and the risk analysis is refined.