How to prepare and effectively communicate a Project ControlS Plan
A Project Controls Plan (PCP) is a document that covers how a clients project controls processes will be applied on a specific project. This is important because every project is different, for example different contract arrangements may exist with the end client and stakeholder needs will be different.
The PCP needs to be developed at the early stages of the project and agreed by stakeholders before the project gets fully into execution. Ultimately it needs to seamlessly integrate other processes on the project which documents how the project will be executed successfully. Things will always change on a project, so the PCP serves as a live document that is updated throughout the project lifecycle.
Matthew Kirkbride (Director)
At the heart of project controls, the PCP serves as a crucial tool, designed to address the challenges of varying project environments. In this blog Matthew Kirkbride, (Director) shares the key items to consider when writing a PCP and why they are important, emphasising the role of effective communication and early stakeholder buy in as the key to success. Matthew also explains how this has been successfully applied in the Nuclear Decommissioning sector.
What are the key components of a Project Controls Plan?
The overarching principle is that the PCP needs to be simple, easy for all project stakeholders to follow and effectively communicated. It needs to seamlessly integrate with other project processes, hence cannot be ‘shoehorned’ into a project. How many projects have you worked on where the functional processes, (for example Project Controls, Project Management, Commercial, Finance etc) do not talk to each other? It can certainly make life challenging at times.
Below highlights the points to consider when writing a PCP:
Who are the key stakeholders and what are the interfaces between them?
What lessons have been learned from other projects and how will they be applied here?
Who are the Project Controls team and what are their roles and responsibilities?
If there is an end client to the project, how do we comply with their requirements?
What are the regular project control activities and meetings that happen each month? This can also be termed as a ‘drum beat’ or ‘business rhythm.’
What cost management arrangements are there in place?
How will the schedule be prepared and maintained?
How will risk, (threat & opportunities) be managed?
If the Project conducts Quantitative Risk Analysis, what techniques are used?
How will the contingency budget be controlled?
How will change be managed? What will be the frequency of change boards and what will the approval thresholds look like?
How will the reporting work? Is there a reporting hierarchy? What reporting metrics add most value to the Project?
What Project Controls systems will be used and how will they integrate?
How will the Project Controls outputs successfully be assured to ensure quality?
How will the PCP be communicated to the wider project team and end client?
What company procedures does the PCP have to comply with?
If the Project has 3rd party suppliers, how will their outputs be integrated into the Project?
Effective Communication of the PCP is Key:
Having a thought-out and robust PCP is all well and good, but its effectiveness significantly decreases if it can’t be efficiently communicated and shared with stakeholders and other members of the team. Recognising this, Matt shares how Blueprint combats this through the introduction of their webinar packs, a series of webinars that go through aspects of the PCP. The benefits of this approach include:
1. Encourage Communication
Improve the clarity and reach of PCP communication by facilitating interactive discussions, bridging the gap between the plan's complexities and its practical application across project teams. This setup encourages active participation, allowing attendees to raise questions, seek clarifications, and share concerns creating a collaborative atmosphere.
2. Reduce Misunderstandings
Integrating these webinars into the communication strategy significantly enhances stakeholder confidence. Clients and project team members gain a deeper understanding of the PCP's processes and procedures, reducing the likelihood of misunderstandings and errors that can derail project timelines and inflate costs. This clarity is essential for maintaining the smooth operation of complex projects, where efficiency and accuracy are paramount.
3. Build Trust
Matt says that “incorporating webinars into Blueprint’s project controls plan communication framework has also played a significant role in building and maintaining stakeholder trust. By offering a clear view into the PCP's structure and processes, we mitigate the risk of misinterpretation and potential errors.”
A PCP in action
Blueprint were engaged in the summer of 2023 to support a major Engineering, Procurement, Construction, (EPC) project in the Nuclear Decommissioning sector. A Project Controls team were deployed at contract award. The initial tasks were to:
Develop a Project Controls Plan and take it through stakeholder approval including the end client.
Communicate and implement the Project Controls processes on the project. This was delivered through a set of webinars.
Build a programme for acceptance by the end client.
All of this had to be done with the project running in full flight, so project and end client requirements had to be met.
The steps in implementing a project controls plan were as follows:
Key stakeholders were identified early including their impact and level of interest in the Project.
Meetings were held with stakeholders to explain what the Project Controls function is, our role on the project, what is a PCP and how they would be involved. It was a useful forum for us to find out more about how the functions interfaced with Project Controls.
We then investigated what client procedures were in place that we were required to comply with.
A series of process mapping workshops were established with stakeholders to develop the project controls processes including a drum beat of deliverables and key meetings. The workshops helped to secure stakeholder buy in early on.
The processes were tested to ensure no conflict between the interfacing disciplines.
Once the processes were approved, the PCP was then developed – involving key stakeholders throughout.
Webinars for each PCP chapter were rolled out also involving the end client for training on the PCP. The webinar approach was an effective way of communicating the Project Controls processes as they were simple and to the point. As a result, the processes were successfully embedded early on.
The drumbeat was made visible for all stakeholders and after 6 months on the project the deliverables and meetings now ‘just happen’ as a matter of course.
The PCP is maintained as a live document and communications of changes are made throughout the Project.
The outcomes were:
The PCP was developed and communicated in less than 3 months.
The end client approved the PCP with no comments.
The processes were embedded under challenging timescales while the project was in full flight.
The PCP is now a template that the client and end client can use as a basis for tailoring for other projects.
The first programme for acceptance was accepted by the end client.
It has contributed towards an enhanced reputation with the end client.
No conflict exists on the project as Project Controls processes are clear and transparent.
Conclusion: a pathway to clarity and efficiency
Creating and implementing a Project Controls Plan is more than a procedural requirement; it is a strategic tool that enhances the project team's ability to manage performance, costs, schedules, and risks effectively. By providing a clear roadmap and fostering an environment of clarity, the PCP stands as a testament to the project's commitment to success.
If you want to learn more about PCP’s or need assistance with your project, get in touch with our expert team.