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ReadOS / Projects

Project Planning, Risk and Delivery

Project scoping, estimates, delivery methods, schedules, stakeholders and closeout.

16 chapters · About 170 minutes · Free to read

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KEVOS / READOSPROJECTSProject Planning,Risk and DeliveryREADOS COLLECTION

Contents

  1. 01Alliance contracting: choosing partners before price and keeping open-book costs disciplinedAlliances suit uncertain, complex projects, but only with the right partners and honest targets. How alliances work, how to select teams on behaviour and keep open-book costs disciplined.
  2. 02Building regulation for project teams: the NCC, standards, approvals, fire safety and bushfireBuilding rules shape a project's design, cost and schedule from the first sketch. How the National Construction Code, approvals, fire safety, bushfire and product compliance fit together.
  3. 03Critical path scheduling explained: building the network, calculating float and keeping the schedule honestA schedule models how work depends on other work. How to sequence activities, run the forward and backward pass, read total and free float, and keep the critical path credible.
  4. 04Finding project risks before they find you: workshops, structured prompts, assumptions, scanning and blind spotsYou cannot manage a risk nobody identified. How to run risk workshops that find more than the obvious, use structured prompts, test assumptions and interfaces, and correct for blind spots.
  5. 05Issue, change and configuration control: keeping project baselines true while the project changesProjects change constantly; the danger is change nobody decided. How to classify issues, assess impact, route decisions to the right authority and keep drawings and code current.
  6. 06Leading virtual and global project teams: trust, communication, culture and working across time zonesDistributed teams give access to scarce skills, but distance magnifies weak communication and trust. How to set up and lead project teams across sites, firms, cultures and time zones.
  7. 07Learning from project risk: lessons learned, risk audits, risk culture and the limits of predictionMost organisations repeat the same project risks because lessons are filed, not used. How to run reviews and audits that change practice, build a reporting culture and prepare for surprises.
  8. 08Lessons from great infrastructure projects: canals, Panama, Hoover Dam, the Snowy and the Opera HouseLarge projects succeed or fail on framing, investigation and governance more than ingenuity. What canals, Panama, Hoover Dam, the Snowy scheme and the Opera House teach project leaders.
  9. 09Managing quality on a project: acceptance criteria, quality registers, reviews and concessionsProject quality fails at handover when nobody agreed what good meant. How to plan quality, separate assurance from control, track checks in a register and handle shortfalls openly.
  10. 10Planning a data migration between business systems: scope, mapping, cleansing, trial loads and reconciliationMoving data to a new system is where many implementations go wrong. How to scope, map, clean, rehearse, reconcile and cut over so records arrive complete and trusted.
  11. 11Predictive, agile or hybrid: choosing how to deliver engineering and product projectsPlan-driven delivery suits stable requirements and costly change; agile suits uncertainty and cheap change. How to read a project, combine the two deliberately and avoid empty rituals.
  12. 12Project management basics for small businesses: five phases and ten areas to controlWhat makes something a project, the five phases from initiation to closing, and the ten areas to manage, from scope and schedule to risk, procurement and stakeholders, at small-business scale.
  13. 13Restarting a stalled project: diagnosis, a smaller plan and rebuilding stakeholder trustWhy large projects stall and how to restart one: diagnose the real cause, appoint one decision-maker, shrink the plan to deliverable stages, fund it and win back customers, suppliers and staff.
  14. 14Schedule compression and recovery: crashing, fast-tracking and bringing a late project backWhen a project slips and the deadline cannot move, panic costs money. How to reschedule first, crash the cheapest critical work, fast-track with care and know when recovery is not worth it.
  15. 15Stakeholder analysis that changes what you do: registers, power and interest, salience and engagement plansA stakeholder list is not a strategy. How to find everyone who can affect or is affected by a project, map power, interest and urgency, assess engagement and plan communication.
  16. 16Writing a project report or business case that gets a decisionWhen you need a project report for lenders, investors, grants, approvals or clients, what each audience looks for, a standard structure, and how to write an executive summary that wins.

All chapters preserve the original KEVOS Insights content. These topic-based reading collections are organised alphabetically; chapters may be read in any order.

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