Planning and Control of Remote Projects

Abstract

This paper addresses the problems associated with the management of major capital projects, originating typically in North America, but constructed in remote, developing countries (“remote” projects). The differences between these projects and those delivered wholly in North America, (“domestic” projects) are examined and analyzed with emphasis on the planning and control performed by the owner. The owner is the organization that initiates the project, is involved in carrying it out, and in many cases operates the completed facility. The advantage of analyzing projects from the owner's point of view lies in the global perspective of the entire project development cycle. The experience gained by the writers on such projects is summarized, and through a recent study case, the important aspects of planning and control of these projects are presented. A checklist has been developed and suggestions made for an organization structure, in an effort to enhance methods that already exist and to help minimize future problems on similar projects.