The problem
Monthly programme reporting can show where the project is late without proving why completion is moving or which intervention will recover it. Recovery requires visibility at the level where construction is actually controlled: work fronts, sequences, resources, interfaces and short-term constraints.
When should PMDCS be called?When recovery meetings are increasing, planned percentages are repeatedly missed, or the programme is not identifying constraints two to six weeks ahead.
PMDCS approach
Develop or test the L4 schedule, connect planned work to available resources, update progress at short intervals, identify constraints by work front and forecast the schedule effect before the critical path is hit.
Typical outputs
- Realistic current completion forecast and schedule exposure
- L4 schedule and look-ahead structure
- Resource-linked production logic
- Constraint and interface register
- Recovery scenarios with time/cost implications
- Action ownership and closure tracking
Decision objective
Shift the project from explaining delay after the event to identifying the next controllable source of delay early enough to intervene.