Presented by Joy Gumz
Scope definition is like iceberg
You don't know all about the project until the end, when it's to late to make decisions...
- 5% to 15% of resources are spent inplanning
- 2% to 20% in design
- 65% to 93% in construction
Problem: what if there is a change to the project in the middle or at the end of the project? It will make a major impact.
When you cannot go agile, here is the tool you should use. It's called PDRI: project definition rating index. It comes from the construction industry in 1996 in the oil & gaz industry in Texas. It is based on questions:
- Are we doing the right project?
- business strategy
- owner philosophy
- project requirements
- Are we doing the right requirements? and Are we doing the right project?
- site information (where it's built)
- building programming
- building and project design parameters (large? complex building?)
- Do we have the right project management approach?
- procurement strategy
- project control
- project executions plan
Each element is rated from 5 (incomplete or poor) to 1 (complete). At the end, the goal is to have the lowest score (< = 200) between 70 and 1000. It's better if the assessor is not the PM.
Risk: PDRI is not a project manger assessement. Some people hide the information not to be evaluated.
- Perform the right project
- Higher probability of meeting cost and schedule
- Lower percentage of change order
- Improve predictibility
- Consensus between project stakeholders
- Handle complex projects, large projects
Who uses PDRI:
Saudi Aramco, Chevron, Nasa, Bechtel, ABB Lumus, Black and Veatch, KBR, Aecom, Exxon-Mobile...