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Productivity Management – Lessons Learned from Major Programs

Productivity Management – Lessons Learned from Major Programs (#49 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned in Productivity Management – #20 in Organizational Foundation & Integrated Framework Processes

Program 1: Have established milestones and metrics for intermediate measurement of progress, performance, and productivity. Read the Complete Article

Procurement Management – Lessons Learned from Major Programs

Procurement Management – Lessons Learned from Major Programs (#48 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned in Procurement Management – #19 in Organizational Foundation & Integrated Framework Processes

Program 1: Today and more so in the future major programs rely upon electronic data communication technologies to market, purchase, and manage resources. Read the Complete Article

Legal – Lessons Learned from Major Programs

Legal – Lessons Learned from Major Programs (#43 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned on the Legal Aspect – #14 in Organizational Foundation & Integrated Framework Processes

Program 1: Establish accountability policies parallel with development of program practices and procedures. Read the Complete Article

Insurance Management in Program Management – Lessons Learned from Major Programs

Insurance Management in Program Management – Lessons Learned from Major Programs (#41 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned in Insurance Management – #12 in Organizational Foundation & Integrated Framework Processes

Program 1: Seek opportunities for blanket coverage umbrella policies. Read the Complete Article

Construction Mobilization

Construction Mobilization (#36 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned Construction Mobilization – #7 in Organizational Foundation & Integrated Framework Processes

Program 1: Focus on development of program management plans, implementation processes, and building a solid IT infrastructure. Read the Complete Article

Supporting Frameworks for Successful Program Management – Training

Supporting Frameworks for Successful Program Management – Training (#29 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

Program wide training is an enabler for craft recruitment and retention as well as an enabler of long term productivity improvement. A programmatic approach to training aids the development of a common program culture focused on safety and other key objectives identified as part of the suite of program execution strategies. A structured training program facilitates the transfer of lessons learned and best practices in a common program labor pool across individual project boundaries.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide.

Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. As head of PB’s board of directors, he was responsible for overseeing management performance, establishing top-level policies, and ensuring the firm’s continued long term success. Read the Complete Article

Supporting Frameworks for Successful Program Management – Project Security

Supporting Frameworks for Successful Program Management – Project Security (#24 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

Programmatic implementation of project security increases the range of tools available to ensure protection of personnel, materials and facilities under construction. Depending on the program requirements this may include site physical security; construction camp policing; vehicle and equipment tracking and recovery programs; personnel vetting and monitoring activities; rapid response capabilities at various levels; monitoring of potential criminal activities, intelligence gathering and interaction and liaison with local law enforcement. Data and other electronic security is increasingly an aspect of large complex programs today. Program security needs go well beyond those experienced on discrete projects.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide. Read the Complete Article

Supporting Frameworks for Successful Program Management – Operations and Maintenance

Supporting Frameworks for Successful Program Management – Operations and Maintenance (#21 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

Large scale programs may result in one or more projects being put into beneficial use prior to completion of the overall program. Operations and maintenance of these initial phases needs to be carefully considered within the context of overall program goals and ongoing construction activities. Appropriate post commissioning performance for these early facilities should also be assessed to facilitate improvement in the balance of the capital delivery program.

Traditional owner planning activities related to initial spares and consumables need to be considered as part of a programmatic approach. Operational facilities add a degree of complexity in overall program planning and site security and safety.

Certain operational facilities which may offer added programmatic opportunities during the construction phase include:

  • power supply and distribution
  • potable water supply
  • waste water and sanitary waste management
  • permanent fueling facilities
  • permanent port, rail or other logistical facilities
  • central warehousing
  • administrative facilities
  • site wide cellular services
  • operational staff housing (as supplement to construction camp requirements)

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Read the Complete Article

Supporting Frameworks for Successful Program Management – Modularization

Supporting Frameworks for Successful Program Management – Modularization (#20 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

Repetition of components, constrained or costly labor situations, harsh environmental conditions or the need to open up additional construction fronts or initiate construction in advance of site availability are all drivers to a program approach to modularization.

A programmatic approach to execution will allow certain systems and structure to be considered as if they were owner-furnished equipment to be installed on one or more projects in conjunction with other project activities. The choice of modularization as a key program strategy reconfigures the project execution supply chain, necessitates the use of compatible or common design platforms with 3D or 4D capabilities.

The mod yard becomes an added construction site with each module treated as a separate project. Programmatic activities include general mod yard management and oversight activities in addition to those associated with each of the discrete projects being performed at this site. Read the Complete Article

Supporting Frameworks for Successful Program Management – Material Management

Supporting Frameworks for Successful Program Management – Material Management (#19 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

Program management affords the opportunity to leverage procurement of select materials and services across multiple projects. Concomitant with such a strategy is the need to track, receive, store and dispatch such materials across multiple projects at multiple points in time until such materials have been incorporated into the permanent construction. Comprehensive material management employing a fully integrated suite of tools to address each step in the material management process is essential. Material acceptance and testing activities may also be integral to such processes deployed on a program wide basis.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide.

Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. Read the Complete Article

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