The problem
Many projects have planners but still lack reliable forward visibility. Updates become reporting exercises, field production is disconnected from the programme, and senior management receives percentages without a defensible completion forecast.
PMDCS approach
Build or strengthen the control system around construction reality: work fronts, quantities, production rates, resources, access, interfaces, procurement and short-term constraints.
Typical support
- Baseline / recovery programme review and L3-L4 development
- Two- to six-week look-ahead planning
- Progress measurement and schedule updating
- Resource and productivity integration
- Critical and near-critical path monitoring
- Completion forecasting and trend analysis
- Delay-event integration and management dashboards
Delivery model
Support can be periodic, remote or project-embedded depending on data quality, project stage and the strength of the existing site team. The objective is to strengthen decision capability—not simply add another planner.