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Configuration Management - Lessons Learned from Major Programs
August 10, 2008 | Author: PM Hut | Filed under: Lessons Learned, Program Management
Configuration Management - Lessons Learned from Major Programs (#34 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 Configuration Management - #5 in Organizational Foundation & Integrated Framework Processes
Program 1: The basic elements of an effective program configuration management system requires starting the process at the very beginning of project development and keeping it consistently updated. A rigid and universal document control cataloging system is imperative. The configuration management systems is to be integrated with the master schedule and cost controls.
Program 2: Program planning and interface management must be implemented early.
Program 3: Project to project interfaces must be clearly understood including how these interfaces change over project execution.These interfaces must actively managed.
Program 4: Identify and resolve interface issues during the design phase.
Program 5: No lessons learned.
Program 6: Design/Build approach utilized where the overall contractor for each project in the program was responsible for the design as well. Configuration was managed by the integrated team through design review and a change control process.
Program 7: Design “ratcheting” must be tightly controlled through configuration management processes.
Program 8: No lessons learned.
Program 9: Use of full electronic design files by construction reduces RFIs. Standard specifications developed for the program along with standard construction details were excluded from value engineering exercises to maximize program wide standardization
Program 10: Design was managed by PM in concert with owner to assure that total program could be accomplished and balance was maintained in each project and total program. Continual decision making was required by owner to maintain control on total program and ensure delivery of desired scope on individual projects.
Program 11: No lessons learned.
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.
He is a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the board of directors of the Business Council on International Understanding, a member of the board of the Civil Engineering Forum for Innovation, and co-founder and member of the board of the Disaster Resource Network. He currently serves on the National Research Council’s committee framing the challenges on Critical Infrastructure Systems. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. He is also a member of the board of trustees of Polytechnic University of New York, and was previously selected as alumni of the year by its New York Chapter.
He has had an executive sponsorship role in the World Trade Center Transportation Hub; West Coast Rail Modernization; Train Protection and Warning System; Level 3 Communications Long Haul Network and Superconducting Super Collider.
Prieto holds a master of science in nuclear engineering from Polytechnic University of New York and a bachelor of science in nuclear engineering from New York University.
Fluor Corporation (NYSE: FLR) provides services on a global basis in the fields of engineering, procurement, construction, operations, maintenance and project management. Headquartered in Irving, Texas, Fluor is a FORTUNE 500 company with revenues of $14.1 billion in 2006. For more information, visit www.fluor.com.
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