NOVEMBER 2024CONSTRUCTIONTECHREVIEW.COM19CXO INSIGHTSMANAGING COMPLEXITY IN PROJECT EXECUTION IN LATIN AMERICABy Pedro Elias Sabino-Rivero, Engineering & Construction Senior Manager, Frontera Energy CorpIn infrastructure project execution, complexity man-ifests throughout the lifecycle of each project. It can be revealed in situations such as insufficient inflow of re-sources, poor cash flow planning, slow approval processes, changing re-strictions and regulatory frameworks, long-term ineffectiveness of the strategic plan, instability of public policies, choice of unsuitable contrac-tors, delays in supplier deliveries, labor issues, or social environment challenges, among other complaints. Based on my experience supporting the execution of investment portfolios and infrastructure projects in Latin America and the Caribbean for companies in the oil and gas, maritime, and construction sectors, I've found that this complexity can be mitigated through well-structured objectives, robust strategic planning, and sufficiently detailed business plans within the required timeframes. These factors are critical to success. However, periodic (annual or semi-annual) reviews of strategic plans and objectives, as well as prioritization of investments, beyond the strictly commercial and risk perceptions at first glance, can change the course of an investment.To effectively manage these complexities, it is essential that senior management and project leadership teams. Consider the following aspects:1. Strategic objectives: Aligning strategic objectives with strategic plans is crucial. When defining these objectives, consider country, region, or area, Pedro Elias Sabino-Rivero
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