Comment les responsables de l’ingénierie peuvent-ils s’assurer de la livraison des projets dans les délais impartis ?

- Clear, realistic and prioritized goals - Detailed planning with tasks, timeline, resources, dependencies - Agile development with continuous feedback to allow early identification of issues and timely course correction - Effective risk management - Regular communication and stakeholder involvement - Fixing ownership and accountability

Understanding and defining the project scope is a critical step in project management, influencing the project's success, timeline, and resource allocation. The project scope defines the boundaries of what the project will accomplish and helps prevent scope creep, which is the uncontrolled expansion of project goals. Identification of Objectives: Identify and articulate the project objectives. What is the project intended to achieve? Understanding the overarching goals is the foundation for defining the scope. Constraints and Assumptions: Identify project constraints and assumptions (things taken for granted). This could include budget constraints, time limitations, technological limitations, and any assumptions

Evaluate the project, identify key stakeholders. Plan the below 1. SRS completion with closed requirements. 2. Plan out realistic time lines based on the resources in hand. 3. Clearly articulate all the risks (internal and external). 4. Create a backup plan. 5. Follow the delivery methodology what ever suits your project.

It is important to do a good quality FEED to minimize late changes and also plan for a realistic schedule. Particularly for LSTK projects these are oftentimes overlooked in preference to other objectives.

Realistic goals are critical. A project MUST be implementable. Critical for project success is alignment between the project team and the business lead wrt to the project goals. Take the time to ensure that the project manager and business lead are 100% aligned. Especially when it comes to project risk.

Project engineering managers need to be agile to respond to the changes during the execution and cater to them without losing track of the final outcome. These diversions can come from various fronts that are beyond engineering but affect engineering. Eg non performance of vendor leading to delay or worse cancellation and re ordering, unforeseen regulatory challenges especially when dealing with new geographies, extent of detailing based on construction subcontractor competency etc. These challenges need to be attended without losing sight of the final outcome in terms of schedule and cost.

- Work out a plan, and make the plan work. - Proper change management - Never lose focus on the goal. - Stakeholders buy-in - Avoid gold plating - Effective resource loading - Parallel activities - Risk Management planning

Planning and prioritizing tasks plays important role on delivery as per timeliness, some times need to planning review as per crtic path and making contingency plans will ensure drliveries on time

My observations may address a few execution constraints/challenges! In the early stages of the planning phase, project risk management should be initiated with plan risk management, identifying risks and risk responses captured in a risk register/matrix and these risks may be monitored and resolved during the monitoring phase to lower the impact during execution, while there could every possibility that few risk's outcomes may have a negative impact, through collaborative approach, agile PM has to resolve using strategies to keep the project goals aligned per sponsor's requirements.

Therefore, project management is linked to Procurement, Vendor's Management, Sub-Contracts Management, Supply Chain Management, Communication Management, Conflict Management, Construction Management. Apart from Engineering Management, the Interface Management is very important.

In my experience, communication and collaboration is the most crucial step for a project to be successful; as even with the smartest technologies and biggest financial stakes a project could fail if the stakeholders and end users are not on the same page as the key drivers of the project. A regular and continuous feedback and improvement loop should be established weekly/biweekly/monthly with the important counterparts, and this feedback should be converted into action items into the project team‘s backlog as necessary.

Collaboration with stakeholders is vital for the success of any project. It's not just about meeting their demands, but engaging in open dialogue to deeply understand their needs while educating them about the technical implications of various solutions. This is where real synergy occurs, as the engineering team and stakeholders work closely, bridging gaps between their distinct areas of expertise. An engineering manager plays a pivotal role in this process, not only by encouraging such collaboration but by establishing it as the cornerstone of effective engineering practice. This approach ensures that projects are not only technically sound but also aligned with stakeholder expectations, leading to more successful and satisfying outcomes.

Communicating frequently with stakeholders is important, but without just a demand bias. The engineering manager must provide solutions in case of delay, possibility of rework, etc. Additionally, read and fill out a list of lessons learned at all times, so you will have an arsenal of possible mistakes and solutions in other projects.

Inspect what you expect is key. Conduct regular reviews to ensure project goals stay on track, identify risk and challenges early, prepare plan B to mitigate risks, and ensure everyone work on single source of truth to reduce error and improve collaboration.

Monitora, controlar e administrar e gestionar os riscos do projeto e fundamental para uma bka evolucao e assim chegar em seu objetivo final.

It is critical to stay in touch with the day to day progress of the project - keeping track of the project dashboards, and daily touch with the Tech Lead and Scrum Master. Attending the DSU and Sprint Review is a great way to keep a pulse on the project, and if the project is a part of a larger train, the SoS.

Project monitoring is the most important part for timely delivery. Daily monitoring is essential. Job progress must be matched with the planned job schedule everyday. Prompt action must be taken against the hurdles in job progress by all the levels of engineering managers with proper coordination.

It is important to map the project's risks and draw the suppliers' ABC curve, this will allow us to act more quickly, resulting in a shorter response time to changes that occur during the project.

Learning from roadblocks and design setbacks are key points. Building a knowledge base of good practices, do's and don'ts are paramount important for long term success of an engineering manager.

While I may not naturally lean towards being a cheerleader, I've learned the value of celebrating key milestones and reflecting their impact back to the team. In my view, fostering a high-performing, engaged team goes beyond mere chance. It's about creating a clear understanding of why their work matters to the business and acknowledging its impact. A software engineer's worst dread is to work on something futile. As engineering managers, we have a critical role in steering the team away from such demotivating scenarios. Ensuring that our team's achievements are celebrated appropriately is not just about giving pats on the back; it's about reinforcing the significance of their work, thereby cultivating a motivated and purpose-driven team.

Recording all the lessons learnt from previous projects and including them to the relevant engineering check list being followed during project execution. Additionally reviewing the current change management procedure for any improvement requirement.

Il n’y a pas de recette miracle, tous les conseils donnés ici sont utiles : faire un planning construit avec les fonctions, suivre l’avancement, challenger, remercier à chaque étape, prévoir les boucles de conception pour les projets difficiles, ne pas vendre du rêve, s’appuyer sur l’expérience de chacun y compris sa propre expérience, s’assurer d’avoir une équipe projet compétente, avoir le soutien des fonctions et du comité projet qui rappelons le, défini les priorités des fonctions. Les projets c’est l’affaire de tous au comité de direction. Un directeur de site qui ne s’implique pas dans les projets n’obtiendra pas de bons résultats, car personne d’autre que lui ne pourra faire les arbitrages nécessaires.

A project closing meeting is as important as the beginning of the project, as the lessons learned will be shared with everyone and duly noted. Furthermore, reward good material suppliers and good performers involved in the project.

Engineering Managers can ensure timely project delivery through effective planning, agile methodologies, open communication, proactive risk assessment, automation, and a focus on quality. By clarifying roles, prioritizing tasks, investing in skill development, and maintaining a feedback-driven culture, they empower their teams to excel. Adaptive leadership, contingency planning, and celebrating milestones are also key in keeping projects on track. Embracing technology and collaborating with external partners further enhances project management capabilities, ultimately leading to successful and punctual project outcomes.

In my experience with a product development organisation, empowering and delegating my team members allows them to take tasks, make them their own, by using their particular style without their direct manager being accountable for everything they do. To be precise, successful delegation does not mean that you let go of every aspect of the project and start depending on the team members. "To empower” is a broader term that conveys giving or permitting team the freedom to act with little (or any) prompting, direction, or supervision. And organization and attention to detail are critical competencies to the success of an engineering manager acting within the aegis of scope, time cost and quality..!!