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Our project managers partner with you to keep your project ON TIME, ON SCHEDULE, and of the HIGHEST QUALITY
At e-VANS we specialize in project management. Our broad footprint of experience and knowledge includes 80+ combined years of projects including civil engineering and construction, telecommunications, IT/IS, education/research, infrastructure, commercial, industrial, transportation, and provincial/municipal government projects.
At e-VANS we align our project management methodology with the Project Management Institute (PMI) and add extra value through our e-VANS enhancements in each phase of your project
Project Management Office
e-VANS can provide you with an experienced project manager or help you set up an internal Project Management Office
At e-VANS we believe the key is to “plan, plan, and plan again.” We use the 1:3 rule of thumb; every hour not spent in planning could cost you three hours in implementation
At e-VANS we always define the scope up front to avoid “by the way” requests. Our methodology controls scope with formal requests that are approved by the Project Steering Committee, Project Sponsor, and Project Manager
Developing a Gantt chant is just the start – e-VANS project managers will use a network diagram with a critical path to fully understand and manage the project schedule
Managing project costs with the burn rate is like driving a car by looking in the rear view mirror – it only shows you what happened after the money is gone. e-VANS project managers proactively manage costs through Earned Value Analysis (EVA), linking costs to the schedule and work performed
Cost Controls / Quantity Surveying
It always costs less to do it right the first time. e-VANS project managers will develop a process map (workflow diagram) to ensure that tasks are done right every time
At e-VANS, we believe that the best way to manage schedule and budget is through an Earned Value Analysis (EVA)
Two key prerequisites are required to implement an EVA: first, invest the time up-front in the Work Breakdown Structure (WBS) with control accounts and second, plan ahead to find suitable metrics for earned value / unit costs
At e-VANS, we recommend that project staff report directly to the Project Manager for the duration of the project (including performance evaluation process). This ensures a strong focus and accountability for the project
e-VANS project managers will spend up to 90% of their time in project communications. We work to create an environment of transparency, where problems are communicated and solved together
e-VANS project managers begin risk assessments at the beginning of the project. We will brainstorm, analyze, plan responses and manage risks throughout the project to keep the overall project costs in check
Our e-VANS project managers start managing procurement early in the planning phase and focus on long lead items. We will proactively manage lead times, especially for international items
e-VANS professionals bring our extensive experience to lead your commissioning and testing procedures to ensure all safety and quality standards are met
At e-VANS, our Project Management Methodology goes beyond industry standards to provide the best value-added service for your project. Our project managers are certified by the Project Management Institute and employ many value-added techniques including:
Issues Logs: These logs are used to proactively communicate status and resolution of key issues, which ensures clarity within the project team.
Decision Logs: The logs formally track the decision process and document key project agreements. They help project teams to avoid revisiting previously-resolved issue and to quickly bring new personnel up to speed.
Project Status Reporting: The project manager should be aware of all key issues as they happen, long before preparing the status report. Status reporting should be completed by the project manager or delegated resources on regular, predetermined intervals and should take up no more than 10% of the project manager’s time.
Steering Committee: Every project should have some form of Steering Committee to guide key strategic decisions. The project owner, executive sponsor, and/or the key stakeholders participate in the steering committee.
RACI Charts: These charts define who is Responsible, Accountable, Consulted, and Informed (RACI) for each project element. The charts are helpful for defining roles and responsibilities as the basis for project communications.
Effective Meetings: Effective meetings should include an invitation sent by the chair with an objective, agenda, list of attendees, date, time, location and logistics. They are followed with timely minutes with assigned action items and due dates.
Lessons Learned: We believe it is important to document the lessons learned in each project for the benefit of the project team members and the owner’s organization as they work on similar projects in the future.
PoWeReD By: RSG Dynamics Ltd.
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