Project Controls in the C21 – What works / What’s fiction

Project Controls in the C21 – What works / What’s fiction

An economist is an expert who will know tomorrow, why the things he predicted yesterday, didn’t happen today!
Lawrence J. Peter 1919 - 1988

Project Controls in the C21 – What works / What’s fiction [P083]

This paper takes a controversial look at cost benefit and ‘usefulness’ of scheduling, cost control and Earned Value systems as project control mechanisms versus their use as pro active project management aids. Project management is transitioning from a focus on the ‘iron triangle’ of time, cost and output (scope + quality) defined in the late 1960s; towards a future that focuses on maximising stakeholder value through the effective application of ‘soft skills’ in an environment that increasingly recognises ‘risk’, ‘uncertainty’ and ‘complexity’ as key challenges facing the project team. For the tools that defined ‘project management’ to remain relevant in the 21st Century a new paradigm is needed, this paper suggests the changes in skills, attitudes and practices needed to keep scheduling, cost control and EV relevant in the coming years.

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