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Project Cycle Management - Science topic

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In main tier of my research, I review various techniques leading in faster execution of engineering and construction projects. I am asking this question to collect more insights about project fast tracking.
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You could also look at http://www.leanconstruction.org/
The Lean Construction Institute has some principles that help improve predictability.
Personally, I think "Fast Tracking" is a fantasy. The biggest problems are
1. On site safety. Lost time from accidents is the most costly error. In product development projects the most costly error is deferring quality checks until testing and approval.
2. Failure to consider potential risks and planning assumptions. If one considers planning assumptions as the major source of risk then some mitigation is possible. Dozens of projects are delayed because of erroneous assumptions about suppliers, soil checks, capability and capacity of subs and even obvious things like strength of new materials.
Invariably, fast tracking makes more assumptions than usual and hence encounters even more problems than usual.
In my personal view, the value of very high predictability far outweighs the value of faster completion because the inherent risk grows so much.
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To compare the construction project management in the Middle East to the western construction project management style, the two styles should be characterize. So, what aspects should be considered to characterize them ?
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For western project management I can send you a list. For Middle East I will ask a consultant from my network.
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There are various similarities and differences between IPD and Alliancing. Can IPD be better in project delivery than Alliancing in terms of Australian construction industry? If yes, then What major aspects of IPD would make this difference ? If not, then why?
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its depend on many variables (External and internal)
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There are various technological, organizational, legal risks that could be encountered in complex construction projects, IPD however seems to have an approach which can share risks and turn them into benefits for the projects. If that is the case, what would be the risks in complex construction projects that act as drivers for an IPD approach ?
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Morgenstern deems the various risks could be classified as human uncertainty, model uncertainty and parameter uncertainty, these may be suitable for complex construction projects.
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There are various challenges that have not been entirely documented with the implementation of IPD for large construction projects. Any insight on what these risks might be would be of great help.
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Thanks a ton Amanda, the information you have shared is precious..like you have mentioned the risk tracking all through the project is highly important and the change management will depend on the nature of the project, the kind of resources Tht needs to be managed and organized to minimize the risk as there are certain aspects that are project specific.
I really appreciate you effort, if you could post any articles or journals regarding the same if you come across any will be much appreciated. 
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I am currently researching the best way to implement a high level project management dashboard, composed of multiple IT projects. I need to be able to represent all the main stages of the project life cycle, along with resource and finance. My problem is (along with my inexperience), deciding on how information should be represented. Milestones are currently being used but each project has different milestones. Is there a 'best practice' approach to transforming these into a universal/cross project metric?
Would the MCDA-C approach be useful for this, or indeed are there any methods I should be researching?
I would also appreciate any recommendations for reading. I seem to be reading a lot and learning little.
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I would also suggest as Randal and Mohamed described to use the PMI standards as a reference. Additionally you can also search for the IPMA standard documented in the ICB Version 3 which is the european counterpart of the PMI. Those two organization provide the most common standards in project management.
Additional ressources to find more information about dashboards and project portfolio management:
ISO 21.500 Guidance for people working in project management area
GAPPS (GLOBAL ALLIANCE FOR PROJECT PERFORMANCE STANDARDS)
Kerzner, H. (2013), Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 11th ed., Wiley, Hoboken, NJ.
Schwaber, K., Beedle, M. (2002), Agile Software Development with Scrum, 1st ed., Prentice Hall, Upper Saddle River, NJ.
Best regards and good luck