Responsible for Developing the Work Program, Control and Progress Monitoring
My participation in the project was directly on-site, reconciling progress with contractors and the Bank (Independent Engineer). This meant I had to constantly validate that what was planned matched what was being built.
The challenge was monumental: developing the detailed Master Schedule for two residential towers (Tower 1 with 23 levels, Tower 2 with 28 levels) plus complex amenities (4 swimming pools, restaurant, hallways and walkways, lake, island, Kids Club, Kids Teen, water mirror, business center, parking lots). But having a schedule was not enough. I needed to develop individual schedules for each contractor (Structure, Masonry, Electrical, Finishes, etc.) with their own S-Curve and weekly reports.
Then came comprehensive monitoring: general project S-Curve, Design progress, Bidding progress, Construction progress. I generated weekly executive reports for Egis Management and the Client, photographic reports with drone, coordinated bidding site visits, implemented project quantification KPIs, and performed Physical-Financial Progress control. Everything in parallel, every week.
Learning and experience:
The implementation, acceptance and convincing of Project Management tools among contractors and Management was the greatest challenge. It was not easy to get everyone to accept the importance of establishing clear criteria for reconciliation, traceability and information validation from the start.
But the main learning was visceral: reconciliation must be managed as a continuous process and not as a closing activity. I directly saw how accumulated differences between physical progress, planning, costs and documentation generated considerable effort for regularization. When we did it in real time, everything flowed. When we left it for later, it became chaos.
