ABSTRACT
This chapter deals with a couple of lessons learned for each of the three systems: Project Management System, Work Management System, and Quality Management System. It shows how some of the tools can have a very strong, positive impact on a project—an impact that will also greatly benefit the Project or Program Manager who is directly responsible for the project or group of projects. An examination of the Level-Three Contract Schedule for the monthly progress reports, which were provided to the owner by the Engineering, Procurement, and Construction (EPC) Company. A negotiation process began between the Owner and the EPC Company to resolve this issue and finalize a Level-Two Baseline Schedule that both parties finally signed. As the Project or Program Manager, the first order of business must be the establishment of a project Baseline Schedule, which must be signed by both the Owner or customer and the respective EPC Company.
