Most planners often write the following duties:

• Develop a cost and resource-loaded baseline
• Prepare schedule updates
• Prepare progress reports
• Communicate progress issues
• Create progress presentations
• Perform delay analysis and prepare Extension of Time claims
• Develop and follow-up recovery measures

Sounds familiar? Almost everyone writes the above duties. However, It is quite common for companies to receive hundreds, if not thousands, of job applications.

If you want to stand out, you need to back up your claims with evidence. Here’s how you can transform your CV from a generic list of tasks into a compelling showcase of your expertise.

1. Do the Work First—Then List It

It’s easy to write “Developed detailed project schedules” or “Performed delay analysis” in your CV, but have you truly mastered these skills? If you haven’t built a strong portfolio of real-world examples, your CV is just empty words. Instead of just listing duties, take the time to prepare actual reports and develop dashboards that demonstrate your expertise then attach the same to your CV.

To maintain confidentiality, consider anonymizing the data in your reports while preserving the structure, methodology, and key insights.

2. Share Your Power BI Dashboard

A well-structured Power BI dashboard is a game-changer in project controls. If you’ve built dashboards that visualize project progress, risks, or earned value performance, why not showcase them? Include a link to your interactive Power BI dashboard in your CV so potential employers can see the depth of your analysis. This proves your technical capability but also makes your CV stand out.

3. People Pay Attention to Value, Not Just Words

When hiring managers review CVs, they are looking for candidates who can bring immediate value. By attaching sample reports, delay analysis, and claims documents, you provide tangible proof of your expertise. These documents showcase your understanding of construction claims that employers actively seek. Hiring managers are busy. They don’t have time to guess statements or interview everyone. But when they see a well-structured report or a dynamic dashboard, they immediately recognize your value. The more you showcase your actual work, the more credibility you build.

4. Back Up Your Words with Evidence

In project controls, trust is built on facts and data. Your Planning Engineer’s CV should be no different. Every skill or achievement you claim should be supported by evidence:

• Have you developed cost and resource-loaded baseline schedules? Share the XER file as a downloadable link.
• Are you following the best practices of making schedule changes and maintaining the schedule? Attach your master schedule changes log.
• Have you improved reporting processes? Share a sample report that highlights your analytical skills.
• Have you successfully handled claims? Provide a well-structured claim document that demonstrates your forensic delay analysis.
• Have you prepared high-quality progress presentations to your clients? Attach them to your CV.

If you are concerned about confidentiality, anonymize the data in your reports while keeping the structure, methodology, and insights intact. This allows you to present real work without breaching confidentiality agreements. Your CV should not just tell a story—it should show it. In project controls, data-driven decisions are everything so prove that you can walk the talk. Share your dashboards, reports, and real-world examples. Doing so will not only help you land interviews but also establish your reputation as a results-driven planning engineer. Presenting a portfolio instead of a CV is not a new concept – it’s common among artists and architects. However, in a highly analytical field like project controls, having a portfolio has become essential for standing out.

The next time you update your CV, ask yourself: Am I just listing skills, or am I proving them?

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Your CV Needs More Than Just Words appeared first on Smart PM Blog.

In project control, reports and dashboards play a critical role in decision-making. A well-structured, visually appealing report can make complex project data look simple and intuitive. But here’s the danger: your eye catching dashboard could be a Trojan horse that compromises your project’s success.

Human decision-making is inherently biased, and we often don’t realize how these biases influence our judgment.

The Illusion of Accuracy

When key decision-makers see a well-designed dashboard, they naturally assume that:
It was prepared by a qualified planner who knows what they are doing
The results must be accurate because the presentation is professional
The numbers and insights can be trusted without further scrutiny

This is a cognitive bias known as the aesthetic-usability effect, where people perceive well-designed things as more accurate, reliable, and useful—even when they’re not.

But in project controls, data visualization is just the surface. The real story lies beneath—the calculation models, quality of inputs, assumptions, and methodologies used to generate the numbers.

Question the Report, Not Just the Design

A report is only as good as the data behind it.
Dashboards don’t tell the full story—they summarize it only.
Attractive visuals do not equal accuracy.

Project controls are not about making beautiful reports; they are about making correct and actionable decisions based on solid analysis.

Before relying on a dashboard, we must ask:
How were these numbers calculated?
What assumptions and constraints were used?
Are the forecasts and trends based on reliable data?

If the calculations behind the report are flawed, then even the most well-designed dashboard is dangerous—it will mislead stakeholders into making poor decisions with confidence. It is a responsibility of the technical reviewer (e.g. the consultant’s planner) to validate the configurations of the report.

Engineers vs. Designers

A planner or project controller’s job is not just to present data attractively — it is to analyze, validate, and ensure accuracy.

If you just need an attractive dashboard, hire a graphic designer — not an engineer.
If you need accurate project insights, hire a qualified project controller who understands the methodology behind the numbers.

Final Thoughts

A misleading report is worse than no report at all.

In project controls, decisions should be based on validated analysis, not visual appeal. A well-designed dashboard might look impressive, but always question the data behind it before making critical decisions. We must ensure our reports reflect reality, not just aesthetics.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post The Hidden Risk of Beautiful Dashboards: Are We Trusting the Wrong Signals? appeared first on Smart PM Blog.

A planning engineer’s role is often defined by technical responsibilities such as:

Preparing cost and resource-loaded schedules
Collecting progress data
Updating schedules
Preparing progress reports and analyzing progress with Power BI
Developing recovery measures
Drafting correspondences
Coordinating with subcontractors on performance

These skills are essential, but they are not enough to build a truly successful career. Technical expertise alone will not take you to the top. There is another dimension—one that many planners overlook.

What Many Planning Engineers Get Wrong

Many skilled planning engineers struggle to advance in their careers because they don’t know how to deal with people. They speak in technical jargon, expect others to meet their standards, and often take on the role of a judge rather than a collaborator.

This mindset leads to thoughts like:

“I have strong project control knowledge, but they don’t.”
“I make plans for the future, but they don’t get it.”
“Everyone must comply with my requests so I can do my job.”
“Nobody understands me or my work.”

Using words like “I, my, and they” creates an invisible wall and a sense of separation between you and the project team. You might achieve temporary success, but you won’t truly thrive. Your career growth depends on your ability to connect with people.

The Key to Career Growth: People Skills

If you want to excel as a planning engineer, you must go beyond technical skills and develop strong interpersonal abilities. Here’s how:

Recognize the expertise of others. Every team member—whether a site engineer, quality engineer, or foreman—has valuable skills that you may not fully understand. Respect their knowledge and learn from them.

Treat people as individuals, not just job titles. Instead of seeing “the site engineer,” see Ahmed or John, a professional doing their best in a demanding role.

Communicate with empathy and collaboration. Instead of aggressively pointing out progress issues, address them with a solution-oriented mindset. Use compassion and a smile to encourage cooperation.

Give space and build relationships. If someone is busy, respect their time. Instead of demanding immediate responses, find ways to work together. Educate your colleagues about delays and project control and in a way that benefits them, not just yourself.

Be present on-site, not just in meetings. You might not fully understand everything happening on the job site, but your presence matters. When people see you engaging with their work, they will appreciate your effort and offer their support.

The Long-Term Benefits of Strong People Skills

When you shift from a mindset of superiority to one of collaboration, everything changes. You build relationships that go beyond project control. Your colleagues will respect you, support you, and even open doors for you.

They will prioritize your requests—not out of obligation, but because they genuinely want to help.
They will think of you when they move to other companies and new job opportunities arise.
They will vouch for you if you ever need recommendations.

In the end, your ability to work well with people will determine your success far more than your technical skills ever will.

Final Thoughts

As planning engineers, we often focus on logic, data, and efficiency. But projects are not just about schedules and reports—they are about people. The moment you start treating people as partners rather than obstacles, your career will take off in ways you never imagined.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Beyond Project Control: The Missing Skill Planning Engineers Need to Thrive appeared first on Smart PM Blog.

1. The Serve = Baseline Schedule

In tennis, the serve sets the tone for the match, dictating the pace and direction of the rally. In construction, the baseline schedule acts as the project’s “serve,” establishing the timeline, sequence, flow and pace of activities. A strong serve can give a player the upper hand. Similarly, a well-defined baseline schedule provides clarity and sets the foundation for success. Start with a strong baseline “serve”.

2. Rallies = Reports and Actions

The back-and-forth nature of rallies in tennis mirrors the constant project control effort. As a planner, your job is not only to report the progress status but communicate the necessary actions to get the project back on track. After the report is completed, every decision made influences the next move, whether it’s making schedule changes, developing recovery measures, drafting correspondences or initiating meetings. Afterwards, you need to evaluate the effectiveness of these actions. Like in tennis, a winning project control rally requires focus, communication and hard work.

3. Anticipation = Delay Analysis

Great tennis players read their opponent’s moves and adjust their game accordingly. Similarly, in project control, the planner must anticipate the delay risks using a strong data analytics model that helps them identify delay events as soon as they arise. By staying one step ahead, planners can mitigate the project delays before they escalate, just as a tennis player prevents their opponent from gaining the upper hand.

4. Scoring Points = Progress Milestones

Every point scored in tennis is a step toward victory. In construction, milestones are the “points” that indicate progress toward the ultimate goal. A great rally is fun but the players are there to win. It doesn’t matter how hard you work on your projects if you don’t achieve the desired outcome. You will lose focus sometimes, make mistakes in the baseline and have mistyped errors in your reports. Even the best tennis players miss a shot now and then. What separates champions from the rest is how quickly they recover and refocus. You need to play the long game.

5. Game Momentum = Project Momentum

In tennis, momentum is everything. A single well-executed point by the player who is losing can shift the energy of an entire match. I’ve seen that the project team often relaxes and loses momentum after a major milestone is achieved. However, I believe that this is the perfect time to work even harder and keep momentum. On the other hand, a delay in one phase can ripple across the timeline since the schedule network includes multi-dimensional dependencies among all project activities.

Project control is a game where every serve, rally, and point counts. Like in tennis, the ultimate goal is to win but in this case, it’s delivering a project on time and within budget.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Project Control is like a tennis game appeared first on Smart PM Blog.

Each day, project control professionals apply a combination of technical skills to complete tasks. For example, tools like Primavera P6, Excel, and Power BI can be a part of our daily workflows to prepare a report. However, it’s rare to be equally proficient in all areas.

Most of us are stronger in some areas and weaker in others. These imbalances can significantly impact productivity and performance.

The Flow of Your Skill Pipeline

Think of your daily output as a flow of information through a pipeline. Every time you generate a report, perform delay analysis, or update a schedule, you’re filling that pipeline. Ideally, this flow should be smooth, continuous, and efficient.

But what happens if a specific skill (e.g. Excel) is a weak point? The pipeline slows down. This weakness reduces the overall flow of outputs to completed the task in hand (e.g. completing the report).

Even if you are proficient at delay analysis, a gap in another essential skill can disrupt your overall efficiency.

Identifying Bottlenecks

In project control, it’s common for professionals to have preferences of some areas. Some planners are passionate about delay analysis and excel at claim preparation. Others are deeply proficient in advanced excel or progress presentation. However, those same professionals may struggle with data visualization in Power BI, or integrating different tools. These weaknesses can hinder your productivity and limit your impact on project outcomes.

Here are a few examples of potential bottlenecks:
P6 Expert, But Weak in Reporting: You create an excellent baseline schedule in Primavera but struggle to turn it into a visually engaging presentation or a report.
Great with Data Analysis, Weak in Communication: You generate meaningful insights but have difficulty presenting the outcomes and the required recovery measures in a clear and concise way to non-technical stakeholders (e.g. site team)
Master of Delay Analysis, Slow in Power BI: You can perform complex delay analysis, but preparing dashboards in Power BI takes twice as long as it should.

The Solution: Invest in Your Weaknesses

The key to unblocking your pipeline is to identify and improve your weaker areas.

This doesn’t mean you should stop pursuing your passion for delay analysis. Instead, it’s about prioritizing the skills that impact your overall output.

Here’s how to do it:
1⃣ Perform a Self-Assessment: List the tools and skills you use regularly. Identify where you excel and where you struggle.
2⃣ Review Your Weaknesses Regularly: Skills evolve over time. What you struggled with last year might be easier now, while new challenges may have emerged.
3⃣ Create a Learning Plan: Focus on improving the areas that slow you down. Whether it’s learning advanced Excel functions, Power BI automation, or improving report-writing skills, continuous improvement will unblock your pipeline.
4⃣ Balance Your Learning: Don’t only invest in what you enjoy. While it’s tempting to deepen your knowledge of your favorite topics, remember that addressing weaknesses leads to enhanced productivity.

The Impact of a Smooth Pipeline

By investing in your weaker skills, you’ll:
Reduce Frustration: Tasks that used to take hours will become more manageable.
Increase Productivity: Generate more valuable output in the same amount of time.
Improve Your Career Prospects: A well-rounded professional is more valuable to organizations. Employers look for individuals who can handle various aspects of project controls effectively and offer value.

Regularly review your pipeline for bottlenecks, invest in your weaknesses, and unlock your full potential as a project control professional.

Your pipeline doesn’t need to flow perfectly but the fewer blockages you have, the more valuable your contributions will be to your projects and your team. It is a never ending process because nobody can be perfect. I continue to reflect on my weaknesses and actively work to improve them.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Are Your Weaknesses Creating Bottlenecks in Your Project Control Pipeline? appeared first on Smart PM Blog.

Why Do We Feel Confused?

Confusion is often felt when we face important decisions:

• Which career path should I pursue? (Planning, contracts, QS, site management, or quality control?)
• Which course should I take to advance my career?
• Which country should I live in?

These questions are exhausting because they have no straightforward answers. When you’re unable to decide, you feel drained, unproductive, and stuck in overthinking.

But nothing is wrong with you. It just means that you care deeply.

Without confusion, there is no curiosity. And without curiosity, there is no learning. And without learning, there is no growing.

For example, I’m currently exploring construction law and dispute resolution. I feel unsure about how much time and money I should invest in this area. Should I pursue a prestigious master degree? Should I enroll in a professional certification?

The truth is, I don’t have to decide everything now. Instead, I’m taking small steps to reduce my confusion and explore the subject further. Therefore, I’ve started with this book on construction law (which is so good by the way).

This process of taking small, intentional steps helps me move forward without having the fear of making the “wrong” decision.

The Problem with instant gratification

Modern life has trained us to expect instant outcomes.

• Want a new phone? You can have it delivered in 24 hours.
• Hungry? Order food, and it’ll arrive within an hour.
• Unsure about a topic? Watch a YouTube video or read an article in minutes.

These conveniences are great, but they’ve shaped us to expect quick resolutions for everything. If you’re taking “longer than expected” to figure out your next move, you might feel anxious and frustrated.

But humans aren’t designed to live like this. Meaningful decisions take time, patience to explore without guarantees.

Joy Comes from the Journey, Not the Destination

We often believe that reaching a decision or achieving a goal will bring us happiness.
“If I finalize my career path, I’ll be happy.”
“If I get my expected salary, I’ll feel content.”

But that’s an illusion. True joy comes from the process of showing up every day and doing your best.

Joy comes from:

• Attending a training session while others are staying at home watching Netflix.
• Doing what you hate to shape a better version of yourself.
• Sacrificing what you love for long-term growth.

It’s about embracing the small uncomfortable steps that shape your future.

Navigate the Unknown

Imagine stepping into a pitch-dark room with a torch in your hand. The entire room is already there, but you can only see the limited space illuminated by your torchlight. As you take a few steps forward, more of the room becomes visible.

That’s how life works.

You don’t need to see the entire path ahead. You just need to take small steps with the knowledge you currently have.

Here’s how you can do this in your career:

1. Watch a few tutorials on topics you’re curious about.
2. Talk to a friend or mentor about their experiences.
3. Read a book to dive deeper into your interest.
4. Take a short introductory course.

The most remarkable achievements in human history weren’t made overnight.

• Cities were built through patience.
• Space exploration was achieved through patience.
• Peace agreements were signed after years of negotiation.

Your career and life are no different. It’s a long game and you must learn to embrace confusion and uncertainty without rushing for immediate answers.

Practice gratitude

One of the biggest lessons I’ve learned is the power of gratitude.

Even when things don’t go as planned, be grateful for the process.

• If you complete a course that doesn’t offer you any benefits, it is okay.
• If a decision doesn’t bring the results you expected, it is ok too.

Confusion motivates you to take small steps and improve your knowledge in multiple directions as life unfolds without committing to a specific path “yet”. That’s how you grow as a human being.

Confusion Is a Blessing

If you’re feeling confused, don’t rush to fix it. Instead, recognize that this is a beautiful state of growth and exploration.

Take small steps in every direction you have confusion about.
Be patient with yourself.
And trust that clarity will come with time.

As for me, I’m still exploring construction law and figuring out how much I want to commit to it. I don’t have all the answers, and that’s perfectly fine. What matters is that I’m moving forward – one small step at a time.

Confusion isn’t a sign of failure. It’s a sign of growth.

Keep going.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Confusion is a blessing in disguise appeared first on Smart PM Blog.

1⃣ “This is a professional environment.”

2⃣ “Business has no emotions.”

3⃣ “Some management theories say this works.”

4⃣ “There is a lot of work so there’s no other way to get the job done.”

But let’s get real for a moment – we’re all humans, doing our best in a challenging field.

Respect and Strength Go Hand in Hand

I’ve seen people who are both respectful and firm which is a proof that you don’t have to be rude to be effective. Construction projects are temporary, and we spend more time with our colleagues than anyone else in our life. Years from now, we’ll remember the lessons and relationships we built, not the power struggles or toxic encounters.

When someone approach others with respect, the whole team thrives. But when someone disrespects others, it often points to deeper personal challenges:

1⃣ Insecurity– If you can’t back your opinions with knowledge or facts, you might try putting others down to protect yourself.

2⃣ Ego– Pride can stop you from acknowledging that someone else might know more. Nobody knows everything so listening can open doors to growth.

3⃣ Life outside work – Tough times outside work might lead to projecting frustrations at work, seeking quick “wins” or control.

Power Comes with Responsibility

If you’re in a position of authority, you’ve been trusted with more than just decision-making. You’re trusted for the emotional wellbeing of others. Use that power wisely to:

Protect your team’s well-being.

Be fair, honest, and compassionate.

Take disciplinary actions only when necessary.

Business Has Emotions

This article isn’t just for managers – it is for everyone. It is for the planner who is toxic toward the site team or the resident engineer toward the contractor or subcontractor. I don’t really believe the idea that emotions have no place at work. Negative and toxic behaviors don’t just harm others; they darken your own soul and isolate you. You can be both effective and empathetic – firm but fair.

Think about how good it feels to help someone in need or stand up for what’s right. That’s who we really are at our core. If we can bring that into our daily work, imagine the difference we could make – not just in the project, but in people’s lives.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post 🚧Humanity Over Toxicity In Construction🚧 appeared first on Smart PM Blog.

1. Find a Way to Earn the Title

Your skills might be impressive, but it is challenging to convince potential employers without the right job title on your CV. Hiring managers often look for candidates who already work in relevant roles, making it difficult for beginners to break into the field.

So, how do you earn the title?

Start with Your Current Company
Begin by asking for opportunities to work as a planning engineer within your organization. However, don’t approach this request as a favour; instead, demonstrate your readiness.

Prove You’re Prepared
Learn the basics and demonstrate that you can show some value – Learn how to prepare a baseline schedule, update progress, and generate reports. Show your department managers that you’re capable before asking for the role. When they see your commitment and skills, they’re more likely to give you a chance.

Without the title, applying for external planning positions becomes much harder. So focus on earning the title, even in small steps, before you look elsewhere.

2. Improve Your Skills

Career growth requires delayed gratification. The rewards of hard work in your career don’t come immediately. Here’s the truth that nobody often talks about. You can work tirelessly for years without seeing results, but one job application, one interview, or even one conversation with the right person can change everything.

Stay Consistent
Keep improving your skills in scheduling, progress monitoring, and project controls software. Learn tools like Primavera P6, Power BI, or Excel reporting. The better you are at these, the more you stand out.

Patience Pays Off
Your persistence will pay off. It might take time, but consistent effort always yields results.

3. The Golden Rule: Work Hard Regardless of Circumstances

If there’s one piece of advice that’s never let me down, it’s this:
Work hard on yourself, no matter how you feel or what your circumstances are.

You can’t always predict life, and careers don’t follow a straight path. You might also face setbacks:

• Colleagues may mock your ambition that doesn’t pay off.
• Your efforts might seem unrecognized within your organization.
• You might feel stuck in a role you’ve become overqualified for.

Trust the Process
Imagine stepping into a dark room with a flashlight. You can’t see the whole room, but each step forward reveals more of what’s around you. That’s how your career unfolds. Take small, actionable steps in the right direction and trust that opportunities will come as you move forward.

Key Takeaways

I am still doing my best everyday. I’ve also made mistakes and had setbacks but I don’t have any regrets because I either grow or learn from them. You may not start your planning career today. It might take years, but that’s okay. The journey is part of the process.

Remember, you don’t need all the answers now. Just take the next step, and clarity will come.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post How to Start a Career in Planning: A Practical Guide appeared first on Smart PM Blog.

The short answer is: No.

Certifications like PMP, PSP, CCP, or PMI-SP introduce you to foundational concepts and principles, but they don’t teach you the practical skills you need to excel in the workplace.

The limitations of certifications

While certifications add value, they have limitations which include the following as an example:

• Automated Reporting: Certifications won’t teach you how to set up advanced analytics and reporting systems using tools like Power BI.
• Claims Management: They don’t cover practical tasks like submitting Extension of Time (EOT) claims.
• Client Presentations: They don’t address preparing progress presentations tailored to client needs.

A Real-World Perspective

To give you a better idea about the importance of certifications, let’s break it down with two scenarios:

• Planner A: Has valuable practical skills but no certifications.
• Planner B: Has multiple certifications but lacks practical skills.

Who will get hired?
Most companies will choose Planner A because they can deliver results.

Now, imagine a situation where both planners have the same skills and experience, but Planner A also has certifications.

Who stands out now?
Planner A becomes the preferred candidate, as certifications are seen as a bonus that demonstrates commitment to professional growth.

Why Practical Skills Come First

Few companies prioritize certifications over real-world skills but I believe that this is the exception, not the rule. Employers are more interested in what you can do, not the credentials you hold. Certifications are valuable, but only after you’ve built enough skills to get the job done. To put it another way, you should prioritize practical skills. If you’re new or lacking in hands-on experience, focus on developing skills that help you get the job done. Once you’re confident in your practical knowledge, certifications can boost your credibility and career opportunities

Disadvantages of Certifications

Certifications have their downsides:
1- Lack of Practical Application: They focus on theory over hands-on experience.
2- No Templates or Software Training: Certifications rarely include ready-to-use tools or software knowledge.
3- Cost: Certifications are not free. They require a financial upfront investment that may include training, membership and exam fee. Moreover, they require ongoing renewal fees to maintain.

Conclusion

Certifications are not a requirement but can be a great addition to your career when combined with real-world expertise. Focus on learning practical, job-relevant skills first, and use certifications to supplement your professional journey.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Are Project Control Certifications Really Necessary? appeared first on Smart PM Blog.

It is too much work

Here are some of the tasks that you need to implement in order to prepare a reliable plan.

• Review the scope.
• Add activities and relationships
• Have reasonable assumptions regarding productivity rates.
• Estimate durations.
• Determine manpower requirements.
• Develop a fully cost and resource-loaded schedule.
• Identify and analyze project risks.
• Discuss the work with project stakeholders.

However, the planning department doesn’t often have all the answers.  Planning Engineers will need to discuss many things with the team. Moreover, they may need to discuss certain parts of the plan with suppliers, vendors, subcontractors and other stakeholders and then consider their feedback as inputs to the program.

Employer’s Approval

Many contractors follow the wrong approach regarding baseline approval. They ensure that A) the Baseline covers the whole scope and B) it is fully cost and resource loaded regardless of the fact that the schedule may have many unreasonable assumptions. Many planning engineers aim to produce a superficial schedule that forecasts unrealistic expectations. They include a sufficient level of detail and show beautiful bar charts and eye-catching histograms. However, the plan is simply unrealistic and unreasonable to follow because the objective was to obtain the Employer’s approval. The Employer’s approval should be a means to an end.

Employer’s Expectations

We can now agree that the development of the baseline schedule requires time and effort. However, many modern contracts require the Contractor to submit the Baseline schedule within 14-30 days after the Contract award. This is a really short time frame to prepare a practical plan which will serve as a guide for the whole project over the next, let’s say, 2-3 years. Another issue is that the level of uncertainty in the project tends to be very high at the beginning. However, such uncertainty is reduced throughout the project as more information becomes available. Again, it is hard to know all the answers at such an early stage during the baseline development. For example, Employers may include a provisional sum and nominate a Subcontractor who will carry out a specialized scope of work. After the specialized Subcontractor is nominated, a detailed execution and site clearance plan will be proposed. However, the Subcontractor’s plan will likely be different from the Main Contractor’s plan because the latter included some “assumptions” when the baseline was developed at the beginning of the project. Some of these assumptions are not feasible because a lack of specialized knowledge and the unavailability of sufficient time negatively impacted the quality of such assumptions. Similarly, more vendors, suppliers and Subcontractors will join the project at a later stage after the commercial stage is completed. Hence, incorporating all inputs and developing the overall project plan takes a lot of time.

Serious consequences

A baseline schedule is a product that you will have to live with throughout the project life cycle. You may need to implement changes as necessary to maintain the schedule but regular significant alterations may put the feasibility of your plan into question. Therefore, you must spend the necessary time and effort to create a realistic plan because there will be serious consequences for not doing so. Such consequences include:

• Unrealistic expectations and forecasts.
• Useless progress monitoring because the reference that you measuring against is unreliable.
• Unfavoured responses on your Extension of Time Claims.

Overcome the challenges

In my opinion, here are the possible actions that can help us overcome these challenges and increase our chances of developing a realistic baseline schedule.

A plan

You will need a plan to create a plan. Here is what you can do to facilitate and expedite the plan development.

• Develop project control systems to facilitate such work.
• Develop templates to make the process easier and less time-consuming. For example, you may need forms, templates,tools and methods that you can use to ask questions and receive inputs from stakeholders.
• Conduct meetings with relevant stakeholders and departments.

Change in Contract requirements

We may decide that now is the time to change the way we manage our contracts. It might be effective to impose contractual milestones and give the Contractor sufficient time to prepare the plan (one milestone at a time). Hence, the Contractor can take 30 days to prepare a much more realistic plan for the first project phase instead of the whole project. However, we will need a totally new perspective on the way we manage certain contractual requirements such as baseline development, progress reporting, delay analysis, claims and other project control aspects. We shouldn’t be too worried about changing our order though. It is a part of human nature and that’s what helped us evolve over time. We started to see major developments in modern contracts during the industrialization stage after we wanted to construct more and larger bridges, roads and factories. Thanks to technology and other construction innovations, we now have the knowledge, skills, resources and confidence to complete more mega projects. Hence, we may need to review some of the existing contract frameworks to overcome the challenges associated with baseline development.

Regards,

Osama Saad, MBA, PMP, PSP, PMI-SP

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