Executing Small Capital Projects

This research found 6 items key for executing small projects: (RS161-1, p. 4)

• Checklist used in Front End Planning
• Teams with core management groups for small projects perform better
• Perform concurrent maintenance work along with small project workload
• Small project managers have career path opportunities similar to large project managers
• Written standard processes improve schedule performance
• Alliances or preferred contractor arrangements contribute to better project performance

Large project delivery processes cannot be scaled down to small projects delivery effectively. Factors that contribute include the following (RR161-11, p. 1):

1. The compressed project life cycle reduces team effectiveness.
2. Measures of large project success may not be appropriate.
3. Small projects are likely to experience “expertise” gaps and not achieve optimal solutions due to smaller number of staff.
4. Small projects often get placed into low organizational priority or “low visibility” positions. This effects staffing decisions, resource allocation, and the “participation” level of upper management.
5. Small project documentation processes become excessive or cumbersome if they try to emulate large project processes or inadequate if no formal process is established.

Small projects are typically characterized by (RR161-11, p. 2):

1. Cost of administration as a proportion of the work is much greater than larger projects
2. Complexity of a typical project (built work environment) is much lower
3. Short duration (one to three months)
4. Limited quantities of materials and labor but may be special in nature
5. Higher uncertainty (unspecified or tentatively specified)
6. Limited formal documentation
7. Diversity in size, value and complexity
8. Occurrence in active environments with require minimal disruption and have high hazard exposure

Small projects are different when compared with large projects for same capital spend, essentially less dedicated resources for multiple small projects as illustrated in Table 2.2 (RR161-11, p. 9).

 

Project funding approval and execution time is significantly shorter for small projects versus large projects. Most projects, other than government projects, are executed in 300 days or less. (RR161-11, p. 51)

Project components, determination of need, selection of design team, procurement, construction and commissioning are developed differently in the small project environment. The key difference is the owner’s project identification and funding process. Small projects typically compete for funding with other small projects, while large projects are funded as single, stand-alone entities. (RR161-11, p. 56)

Health, Safety, and Environment risks are the same for large and small projects.
(RR161-11, p. 26)

The objective of front end planning is the same regardless of the size of the project: to finalize, fix, and communicate project scope. Front end planning is the one category that generates the most small project issues in execution. (IR161-1, p. 1) 

The top four success factors identified in the research survey are nearly identical to the top factors found in literature. (RR161-11, p. 74)

• Cost or budget performance
• Schedule performance
• Functionality
• Customer satisfaction/quality

Specialized project checklists are widely used, and effective. Typically viewed as a reminder list of major elements used in planning and executing a project including: (RR161-11, p. 27)

1. Project Definition checklist (scope of work definition)
2. Project Definition Rating Index (PDRI), a Construction Industry Institute tool, to rate the level of scope development prior to funding request
3. Business Case Checklists describing the basic need and priority
4. Checklist for Engineering and Construction Cost Estimate covering discipline-specific (mechanical, electrical, civil, etc.) site conditions, regulatory issues, and coordination issues
5. Project Delivery Strategy Guideline that describes scope; environmental, safety and health issues; schedule; design; procurement requirements; resource considerations, construction requirements, communications requirements, startup; commissioning and project close out
6. Project Initiation Checklist defining all the project details

IR161-2, Small Projects Toolkit

This resource contains a wide variety of proven practical tools, and practices organized by project phases. The objective of the toolkit is to provide key differences between small and large project practices during each project phase: