Microsoft Power BI has provided those involved in monitoring, evaluating and reporting capital projects performance with the improved insight to better understand, analyze and present the reported performance with great ease. Unlike other business intelligence and data visualization applications, MS Power BI is easy to learn and use as well as the desk reporting version is free of charge. This is the version that will be used to create and share the needed project’s performance reports.
Nevertheless, for this improved insight to be of value, it needs to have access to trust-worthy, auditable, reliable and real-time data that was captured by their respective project team members to ensure accountability when it comes to analyzing and presenting the project’s data. Otherwise, there will be always the high risk that the data being analyzed and reported on could be manipulated, incomplete, outdated, and wrong.
Using Project Management Information Systems (PMIS) like PMWeb can treat this risk by having a web-enabled platform to capture the data generated from the different processes needed when it comes to managing the delivery of capital projects by the project team member accountable for the provided data. The capturing of data will be achieved by using the many ready-to-use input forms that PMWeb provides or by creating additional forms using PMWeb custom form builder. All PMWeb forms can be in English or any other language, Latin or Non-Latin. For standard fields in a form, there will be predefined list of values to select from.
In addition, PMWeb allows attaching all supportive documents that are either stored in PMWeb document management repository or uploaded directly. It also allows linking other PMWeb records to the form as well as MS Outlook emails imported into PMWeb.
The project management process record will be automatically distributed to its intended recipients in accordance with the assigned workflow which could include conditions to map the project’s authority approval levels. PMWeb workflow allows creating and sequencing the different workflow review and approval tasks assigned to the different project team members. In addition, it allows adding conditions to enforce the approval authority levels assigned to the different project team members.
Although it is possible to create a direct link between MS Power BI and PMWeb MS SQL Database, nevertheless, what we are interested to have, is how an authorized PMWeb user can consume the data captured in PMWeb to create his or her own business intelligence report using the data captured in PMWeb. Assuming that the PMWeb user has access to the PMWeb Reporting module, a tabular report will be created for the selected project management process. The fields for the report columns will be simply dragged and dropped in the desired order. There also an option to add filter to limit the records to be reported on. PMWeb Reporting will automatically write the MS SQL scripts for the selected data fields.
As an example, the RFI module was selected and the fields for project name, RFI number, description, category, revision, status, required answer date, actual answered date among others. No filter was added to enable reporting on all RFI data captured in PMWeb.
The PMWeb user can view the data that will be extracted and reported on using the created report. The data can be grouped by just dragging and dropping the column header on the grouping field. If the PMWeb user is satisfied with the displayed data, then this can be saved.
To generate this newly create report, the PMWeb user needs to select the project management process that the report is associated with, in this case the RFI module, and select the report. PMWeb will automatically generate the report as it was designed. It should be noted that the report layout can be improved by selecting the report’s header and footer layouts when it was designed as detailed above.
To export the report data to MS Excel, the PMWeb user needs to select the “Export Query” command for which PMWeb will automatically create the MS Excel file. The PMWeb user can opt to add new columns to create new values from the extracted PMWeb data or have those values created in MS Power BI. Nevertheless, it is recommended to keep the MS Excel file intact to eliminate any chance of wrongly adjusting or deleting the extracted data.
Using MS Power BI “Get Date” command, the MS Excel data will be automatically loaded into MS Power BI. The user can select to modify the format of fields, for example date fields, as well as add new columns for which the values will be calculated from the formulas created in MS Power BI.
Now the trust-worthy, auditable, reliable, real-time or near real-time data depending on when the report was generated, and accountable data will be available for the PMWeb user to be consumed in the desired form and format as created in MS Power BI report. MS Power BI allows the user to create as many needed reports using the same loaded data. Of course, much of the steps detailed above including the created MS Power Bi report can be standardized to enable using the PMWeb and MS Power BI reports at the end of each project reporting period.
The PMWeb user can export the MS Power BI report in PDF for MS PowerPoint file format so it can be shared with other stakeholders who could be or could be not authorized PMWeb users. In addition, the design MS Power BI report can be published as a web-page so it can become part of an on-line project performance report.
Should there be a need to have a project performance report that includes data from different PMWeb modules as well as data from other sources like Primavera P6, MS Power BI allows multi-data source reports for which the fields from those different data sources will be automatically associated with each other as long as the same data field names are used.
Of course, the MS Power BI reporting detailed above does not eliminate the need to have more structured and standardize reports and dashboards either by using PMWeb Business Intelligence reporting tool which is based on MS SQL Reporting Services or by using third-party business intelligence and data visualization tools like Qlik, Tableau as well as MS Power BI premium version.
Bassam Samman, PMP, PSP, EVP, GPM is a Senior Project Management Consultant with more than 35-year service record providing project management and controls services to over 100 projects with a total value in excess of US $5 Billion. Those projects included Commercial, Residential, Education and Healthcare Buildings and Infrastructure, Entertainment and Shopping Malls, Oil and Gas Plants and Refineries, Telecommunication and Information Technology projects. He is thoroughly experienced in complete project management including project management control systems, computerized project control software, claims analysis/prevention, risk analysis/management (contingency planning), design, supervision, training and business development.
Bassam is a frequent speaker in topics relating to Project Management, Strategic Project Management and Project Management Personal Skills. Over the past 35 years he has lectured at more than 350 events and courses at different locations in the Middle East, North Africa, Europe and South America. He has written more than 250 articles on project management and project management information systems that were featured in international and regional magazines and newspapers. He is a co-founder of the Project Management Institute- Arabian Gulf Chapter (PMI-AGC) and has served on its board of directors for more than 6 years. He is a certified Project Management Professional (PMP) from the Project Management Institute (PMI), a certified Planning and Scheduling Professional (PSP) and Earned Value Professional (EVP) from the American Association of Cost Engineers (AACE) and Green Project Management (GPM).
Bassam holds a Masters in Engineering Administration (Construction Management) with Faculty Commendation, George Washington University, Washington, D.C., USA, Bachelor in Civil Engineering – Kuwait University, Kuwait and has attended many executive management programs at Harvard Business School, Boston, USA and London Business School, London, UK.
Other Articles Published by Bassam Samman
- Article #001 Building, Managing, Monitoring, Evaluating and Reporting the Professional Services Team Performance on Capital Projects
- Article #002 Why Having Daily Reports is a Must for Lost Productivity Claims Analysis?
- Article #003 How to Have an Environmental Demobilization Checklist to Ensure Comprehensive Demobilization and Site Reclamation?
- Article #004 How Can a Project Management Information System Provide Early Warning Signs of Distressed Projects?
- Article #005 The Watermelon Syndrome in Monitoring, Evaluating and Reporting Capital Projects Status and Performance
- Article #006 Enforcing the Very Much-Needed Transparency and Accountability in Managing, Monitoring, Evaluating and Reporting Capital Projects Performance
- Article #007 How to Use Project Management Information System to Calculate Project Cost Performance Indices
- Article #008 How Can Digital Transformation of Capital Projects Enable Achieving Lean Construction Management?
- Article #009 Using Construction Claims Analysis Checklists to Improve Preparing or Defending Construction Claims
- Article #010 Objective Evaluation and Appraisal of Engineering Consultants Performance on Capital Projects
- Article #011 Monitoring, Evaluating and Reporting on Concrete Pour in Construction Projects Using Checklists
- Article #012 Managing, Monitoring and Evaluating Request for Site Inspections for Construction Works
- Article #013 Using Project Management Information System for Earned Value Management Reporting
- Article #014 Documenting, Monitoring and Tracking Verbal Instructions in Construction Projects
- Article #015 Creating Bullet-Proof After-the-Fact As-Built Schedules Using Construction Site Daily Reports
- Article #016 Inspection Checklists for Static and Rotating Equipment on Construction Sites
- Article #017 How Can A Project Management Information System Support the After-the-Fact Constructive Acceleration Claim Analysis?
- Article #018 Documenting the Management of the Substantial Completion Process in Construction Projects
- Article #019 Biddability and Constructability Reviews for Construction Projects
- Article #020 How to Build a Proactive Claim Notices Solution in Construction Projects?
- Article #021 How to Improve the Process of Issuing Notice of Constructive Change for Additional Work?
- Article #022 What are the SEVENTEEN Requirements for the Perfect Platform for Managing, Monitoring, Evaluating and Reporting Formal Communications on Capital Projects?
- Article #023 FOURTEEN Proven Common-Sense Actions to Digital Transform the Managing, Monitoring, Controlling, Evaluating and Reporting Capital Projects Delivery
- Article #024 What Key Performance Indicators (KPI) Organizations Need to Have to Objectively Monitor and Evaluate their Capital Projects’ Portfolio Performance?
- Article #025 Monitoring, Evaluating and Reporting Sustainability on Capital Projects Delivery
- Article #026 Tracking and Monitoring Spare Parts Usage During the Capital Project Standard and Extended Warranty Periods
- Article #027 Can Digitizing Daily Construction Project Operations Enable Your Organization to Reap the Many Benefits of Lean Construction Management, Accountability, Transparency and Data-Driven Decisions?
- Article #028 Assessing the Return of Investment of Implementing a Project Management Information System to Digital Transform the Delivery of Capital Projects
- Article #029 How Can Project Management Information System Helps in Having A Claim-Ready Construction Project?
- Article #030 Checklist for Objective Bid/ No Bid Recommendation for Construction Projects
- Article #031 Creating H&S Self-Assessment Checklists for Construction Projects
- Article #032 Using Checklists to Build a Comprehensive Risk Register for Capital Projects
- Article #033 Creating the Project Charter for Capital Project Investments
- Article #034 Issuing Safety Violation Notices on Construction Projects
- Article #035 Using Project Management Information System to Enforce Governance on Capital Projects by Implementing Formal Project Life Cycle Stage Gate Management
- Article #036 Managing, Monitoring and Evaluating Extension of Time Requests (EOT) in Construction Projects
- Article #037 Why Capital Project Cost Estimate and Project Budget Should Marry?
- Article #038 Creating the Capital Project Integrated Cost Plan that Can Progressively Elaborated During the Project Life Cycle Phases
- Article #039 Using Daily Reports to Monitor and Report Resources Performance on Construction Projects
- Article #040 Monitoring and Tracking Contractors’ Material and Equipment Procurement Schedule in Construction Projects
- Article #041 Monitoring and Tracking Contractor’s Thirty (30) Days Submittal Requirements
- Article #042 Monitoring and Tracking Material and Equipment Alternative or Substitution Requests on Construction Projects
- Article #043 How Can You Stop Wasting and Instead Create Value of The Massive Priceless Information Captured in Meeting Minutes During a Capital Project Life Cycle Phases?
- Article #044 Managing, Monitoring, Evaluating and Reporting on Interface Agreements In Multi-Prime Contracts on Fast Track Capital Projects
- Article #045 Managing, Monitoring, Evaluating and Reporting Contingencies in Capital Projects
- Article #046 The Great Value of Capturing Project Team Members Feedback on Projects’ Performance
- Article #047 Managing Health, Safety and Environment Permits to Work on Construction Projects
- Article #048 Managing, Monitoring, Evaluating and Reporting Construction Project Site Security Passes
- Article #049 Extracting the Great Value of Post Construction Surveys and Review Meetings
- Article #050 Managing, Monitoring and Evaluating Safety Incidents in Construction Projects
- Article #051 How Can Technology Bring the Much-Needed Transparency and Objectivity in Assessing Engineering Consultants and Contractors Prequalification Submissions on Capital Projects?
- Article #052 Managing the Issuance of Letters of Intent in Construction Projects
- Article #053 Creating the Responsibility Assignment Matrix (RAM) for Capital Projects Delivery
- Article #054 Managing FIDIC 2017 Early Warning Provisions in Construction Projects
- Article #055 Contractor Performance Evaluation and Appraisal on Capital Projects
- Article #056 How to Implement Proactive Snagging Approach to Identify Defects and Omissions on Construction Projects?
- Article #057 Disseminate Your Organization’s Project Management Knowledge into Accountable Actions Using Checklists
- Article #058 Managing the Letter of Award for Design and Construction Contracts Process in Construction Projects
- Article #059 Tracking Actual Spent Resource Hours Construction Sites at the Project Activity Level While Complying with Project’s Formal Communication Requirements
- Article #060 Analyzing and Documenting Available Delivery Methods for Capital Projects
- Article #061 Getting Paid for Material Delivered and Stored on Site in Construction Projects by Using Material Inspection Request (MIR) Process
- Article #062 Capturing Supervision Consultant Overtime Charges for Supervising Contractor’s Activities in Construction Projects
- Article #063 Managing Public Authorities Permits and No Objection Certificates (NOC) in Construction Projects
- Article #064 Tracking Contractors Insurance and Bond Certificates on Construction Projects
- Article #065 Managing Equipment, Product and System Standard and Extended Warranties in Capital Projects
- Article #066 Documenting the Construction Contract Kickoff Meeting
- Article #067 Documenting Pre-Bid Meetings on Construction Projects
- Article #068 Managing Queries During the Tender Period on Construction Projects
- Article #069 Managing, Monitoring and Reporting Issues Resolution in Capital Projects Delivery
- Article #070 Managing the Notice to Proceed Letter in Construction Projects
- Article #071 How Can the Project Integrated Schedule Become the Backbone for Enforcing Timely Decisions and Approvals for Communications in Capital Projects Delivery?
- Article #072 Creating, Monitoring and Evaluating Safety Risk Register on Construction Projects
- Article #073 The Need to Have a Single Version of the Truth of the Capital Project Entities and Stakeholders Directory
- Article #074 The Monthly Health, Safety and Environment Audit on Construction Projects
- Article #075 Taking Over Certificates for Completed Works in Construction Projects
- Article #076 How Can Project Management Office (PMO) Use Checklists to Audit Their ISO 10006 and ISO 21500 Compliance?
- Article #077 Formalizing the Delegation of Authority by the Engineer in Construction Projects
- Article #078 Managing, Monitoring and Tracking New Requests for Capital Projects
- Article #079 Building the Capital Project Owners’ Cost Database to Ensure Sound Cost Estimates
- Article #080 How to Ensure Issuing the Performance Certificate for Construction Contracts in Accordance with the Relevant Contract Clauses?
- Article #081 Understanding the Difference Between Versions and Revisions in Issued for Construction (IFC) Drawings
- Article #082 How can a Project Management Information System Provide You with an Audit Trail Your Everyday Project Information?
- Article #083 How to Have a Quick Map Centric Projects Performance Monitoring, Evaluation and Reporting Solution?
- Article #084 Automating Alerts for Delayed Review and Approval Actions in Project Management Processes in Construction Projects
- Article #085 Ensuring Trust Worthy Auditable Information for Capital Assets Valuation
- Article #086 Enforcing Formal Post Project Review for Completed Capital Projects Before Formal Closeout
- Article #087 Can Reporting Construction Projects’ Portfolio Performance Sometimes be as Challenging as Herding Cats?
- Article #088 Achieving Compliance While Taking Advantage of the New FIDIC 2017 Programme Clauses
- Article #089 Monitoring and Tracking Site Work Instructions (SWI) on Construction Projects
- Article #090 Managing Employer Complaints in Construction Projects
- Article #091 Managing the Tender Opening Process for Construction Projects
- Article #092 Using Design Coordination Checklists to Ensure Integration of Design Solution in Capital Projects
- Article #093 The Value that Adding a Third “S” Will Bring to the Famous K.I.S.S. Principle
- Article #094 Overcoming the Challenges of Reaping Benefits from Big Data in the Construction Industry
- Article #095 Using PMIS to Self-Assess Your Company Lean Construction Awareness
- Article #096 How Can Common Sense Help Organizations to Have a Project HSE Management Plan that Incorporates the Best Practices of Lean Construction Management, Transparency, Accountability, Paperless, Knowledge Management and Real-Time Single Version of the Truth Performance Reporting?
- Article #097 Using Project Management Information System to Provide a Real-Time Single Version of the Truth to Calculate, Monitor, Evaluate and Report Lost Time Injury Frequency Rate (LTIFR) on Construction Projects
- Article #098 What Cost Curves Capital Projects Owners Must Have to Monitor, Evaluate and Report a Real-Time Single Version of the Truth of Their Projects’ Performance and Status?
- Article #099 Environmental Compliance Inspection Checklist for Construction Projects
- Article #100 Monitoring and Tracking Task Forces’ Actions in Capital Projects
- Article #101 The Need to Formally Review Contract Drawings for Construction Projects Before Releasing to Tender
- Article #102 How to Have a Complete and Comprehensive Shop Drawings, As Built Drawings, Method Statement, Material Sample and other Submittal Log for Construction Projects?
- Article #103 How to Curb the Threat of Scope Creep to a Capital Project Budget?
- Article #104 Managing, Monitoring, Evaluating and Reporting Design Deliverables on Capital Projects
- Article #105 Managing, Monitoring, Evaluating and Reporting Value Engineering Proposals on Capital Projects
- Article #106 Monitoring, Evaluating and Reporting Key Milestone Dates on Capital Projects
- Article #107 Understanding the Difference Between Correspondence or Mail Templates and Document Templates When It Comes to Managing Project Management Processes in Capital Projects
- Article #108 Using Project Management Information Systems (PMIS) To Support the Critical and Challenging Role of Internal Audit for Capital Projects
- Article #109 The Great Value of Cost Worksheets in Analyzing, Monitoring, Evaluating and Reporting a Single Version of Your Capital Projects’ Portfolio Cost Performance
- Article #110 Using Earned Value Management to Monitor, Evaluate and Report Resources Efficiency Involved in Delivering Capital Projects
- Article #111 How Can We Improve the Process for Transmitting, Reviewing, Approving and Sharing Documents in Capital Projects?
- Article #112 Monitoring, Evaluating and Reporting Highway, Pipeline, Metro, Rail, Transmission Line and other Type of Linear Capital Projects Performance
- Article #113 How to Ensure having a Single Version of the Truth When it comes to Monitoring, Evaluating and Reporting the Delivery of Your Capital Programs Performance?
- Article #114 How can Project Owners in the Public Sector Have a Quick Solution to Monitor, Evaluate and Report their Projects’ Portfolio Performance?
- Article #115 Formalizing Comprehensive, Transparent and Unbiased Interview Questions for Approving Project Team Members to be Deployed on Construction Sites
- Article #116 Documenting and Reporting Disruption Events on Construction Projects Using Daily Reports
- Article #117 Project Definition Rating Index (PDRI) Scoring for Building Projects
- Article #118 How to Have a Comprehensive Contract Management Checklist for Capital Projects?
- Article #119 Traffic Light Performance Reporting for Capital Projects
- Article #120 How Can Project Management Information Systems Stop Bullying on Construction Projects?
- Article #121 Formalizing the Reporting of the Monthly Capital Project Performance Status
- Article #122 The Need for Having Standard Best Practices Checklists to Identify the Risks Needed to Assess the Bankability of Capital Projects
- Article #123 Can a Document Management Solution Fulfill the Performance and Contractual Requirements for Executing Project Management Processes Needed for Capital Projects?
- Article #124 Setting Warning Alerts for Project Management Processes’ Performance in Capital Projects
- Article #125 Managing, Monitoring, Evaluating and Reporting Claim Submissions on Construction Projects
- Article #126 How Can Document Templates and Pre-Defined Values Lists Help Communications on Construction Projects Where Communicating in Multi-Languages is a Must?
- Article #127 The Need to Have a Comprehensive Progressively Elaborated Work Breakdown Structure (WBS) in Managing Capital Projects
- Article #128 How Can Project Management Information Systems Support Contract Administrators in Performing Their Roles and Responsibilities as Detailed in the RICS Contract Administration Guide?
- Article #129 Generating the Contractor’s Monthly Progress Using Real-Time, Auditable, Traceable and Trust-Worthy Information
- Article #130 Environmental Impact Assessment (EIA) Checklist for Capital Projects
- Article #131 Economic, Social and Environment Sustainability Assessment Checklist for Capital Projects
- Article #132 Digital Transform the Documents and Records Filing System on Capital Projects
- Article #133 How Can Entities Involved in Capital Projects Delivery Start Taking Advantage of Artificial Intelligence When It Comes to Managing Their Projects?
- Article #134 Reversing the 80-20 rule in Monitoring, Evaluating and Reporting Capital Projects’ Status and Performance
- Article #135 How Can Banks and Financial Institutions Use Technology to Address the Manage Challenges of Managing Construction Projects Credit Risk?
- Article #136 Monitoring, Evaluating and Reporting Contractor’s Target Profit During the Construction Project Delivery
- Article #137 Why Having a Business Case for Your Capital Project is a Must and not a Choice?
- Article #138 Can Technology Help in Identifying What Submittals Need to be Included in the Submittal Log for Construction Projects?
- Article #139 Identifying, Managing, Monitoring and Reporting on Capital Projects’ Stakeholders
- Article #140 For Project Owners Who Are Using Lump Sum Construction Contracts, can the Values of Earned Value (EV) and Actual Cost (AC) Differ?
- Article #141 Why Contractors Need to Use the Earned Value Method to Monitor, Evaluate and Report their Project Budget Performance?
- Article #142 How Can Technology Reduces the Risk of Fraud and Corruption in Contract Implementation on Capital Projects?
- Article #143 Monitoring, Evaluating and Reporting Planned and Actual Resources Usage and Performance Efficiency During the Capital Project Engineering Phase
- Article #144 Monitoring, Evaluating and Reporting Construction Performance by Trade and Level for High-Rise Towers
- Article #145 Monitoring, Evaluating and Reporting Value of Work Done (VOWD) for Procuring Equipment in EPC Projects
- Article #146 Capturing and Documenting As-Planned Schedule, As-Built Schedule and Periodical Updates Needed for the After-the-Fact Schedule Delay Analysis Methods on Construction Projects
- Article #147 Setting, Sharing and Managing Action Date Alerts for Project Management Processes Needed for Capital Projects Delivery
- Article #148 Enforcing Fire Prevention Checklists for Site Offices and Stores on Construction Projects
- Article #149 Inspecting, Monitoring and Evaluating Labor Accommodation for Construction Projects
- Article #150 How Can Online Bidding Help in Supporting Lean Construction Management Best Practices by Reducing Wasted Effort and Paperwork?
- Article #151 Monitoring and Evaluating Tower Crane Inspections on Construction Sites
- Article #152 Fire Prevention Inspection Checklists for Construction Projects
- Article #153 How Can Project Management Team Members Share, Review and View Building Information Modeling (BIM) Models When Managing their Capital Projects Delivery and Asset Management Life Cycle Processes
- Article #154 Using the Balanced Scorecard (BSC) for Monitoring, Evaluating and Reporting Capital Projects Performance
- Article #155 Why Requests for Information (RFI) Will Always Exist on Construction Projects and Why they Need to be Monitored Closely?
- Article #156 Monitoring and Evaluating Scaffolding Inspections on Construction Sites
- Article #157 Managing, Monitoring, Evaluating and Reporting on Funding Requirements for Capital Projects Using the Funding Recap Report
- Article #158 Why the WBS level, Project Schedule Activity, Physical Work Location and Cost Breakdown Structure Should be an Integral Part of Every Single Communication, Cost, Quality and HSE Document Template on Construction Projects?
- Article #159 Implementing a Comprehensive Real-Time Integrated Solution to Manage, Monitor, Evaluate and Report a Single Version of the Truth of Capital Projects’ Finance Status
- Article #160 Third Party Funding of Construction Claims Preparation and Pursuance: The Threats they Bring to Project Owners, Opportunities for Contractors and New Business Offerings for Claims Consultants
- Article #161 How Can Contractors Increase the Value of Opportunities that Third-Party Funding of Construction Claims Preparation and Pursuance Will Bring to Them?
- Article #162 The Need for Property Owners to Have A Real-Time Single Version of the Truth of the Particulars and Status of All Assets they Own and/or Control
- Article #163 Managing, Tracking, Monitoring, Evaluating and Reporting Status of Work Orders for Real Estate and Equipment Assets
- Article #164 Using Checklists to Enable Property Owners Improve Preventive Maintenance of Their Real Estate and Equipment Assets
- Article #165 How to Implement Proactive Snagging Approach When It Comes to Inspecting Real Estate and other Capital Properties?
- Article #166 Managing, Tracking and Reporting Lease Agreements for Property Owners
- Article #167 How Can Property Owners Have a Single Version of the Truth When Monitoring, Evaluating and Reporting Performance Status of Facilities and Assets Maintenance Contracts?
- Article #168 How Can Property Owners Implement Project Management Information System When It Comes to Managing Refurbishment and Re-Capitalization Contracts?
- Article #169 How to Ensure Capturing Details of All Contractors, Subcontractors and Vendors That Can Take Part of a Capital Project Delivery?
- Article #170 Managing, Monitoring, Evaluating and Reporting Non-Conformance Report (NCR) on Construction Projects
- Article #171 Using Project Management Information Systems to Align Property Developer Land Banking Strategy with Real Estate Development Strategy
- Article #172 How to Use Technology to Build the Very Much Needed Confidence with Project Stakeholders When It Comes to Monitoring, Evaluating and Reporting Capital Projects Performance
- Article #173 Reporting Project’ Schedule Performance by Using Earned Value Metrics (EVM) to Monitor, Evaluate and Report the Earned Schedule Metric
- Article #174 How Can We Give the Engineering and Construction Industry the Transparency It Deserves?
- Article #175 Monitoring, Evaluating and Reporting Capital Projects’ Achieved Strategic Benefits Realization
- Article #176 Monitoring, Evaluating and Reporting Progress of PPP Projects During the Post- Award Contract Phase
- Article #177 Monitoring, Evaluation and Reporting on the Performance of Services Delivery During the O&M Stage of Public-Private-Partnership (PPP) Projects
- Article #178 Monitoring and Tracking Post-Award Contract Management Activities to Enforce Governance on Public-Private-Partnership (PPP) Concessions for Capital Projects Delivery
- Article #179 Why Capital Project Owners should Avoid Investing in Green Elephant Projects?
- Article #180 Can You Afford Continue Playing Chinese Whispers on Delivering Your Engineering and Construction Projects?
- Article #181 Does Your Engineering and Construction Project Remind You of the Blind Men and the Elephant Story?
- Article #182 The Need to Maintain A Real-Time Single Version of the Truth Register of Construction Contract Documents
- Article #183 Can a Project Management Information System like PMWeb Co-Exist with a Collaboration and Document Management Solution Like Aconex on the Same Project?
- Article #184 How to Ensure Issuing the Right Notice of Access Delay Letters on Construction Projects When Needed?
- Article #185 Creating a What You See is What You Get (WYSIWYG) Work Inspection Request (WIR) Forms for Construction Projects
- Article #186 Managing Conversation Threads for Project Management Processes and Communications on Engineering and Construction Projects
- Article #187 Integrating Scope, Quality, Schedule and Cost on Construction Projects
- Article #188 Managing and Documenting Safety Toolbox Talks on Construction Projects