Table 3 Description of PCS enablers and... | Emerald Publishing

Table 3

Description of PCS enablers and barriers

Enablers	Definition
E1 – Skilled and experienced project team members	A variety of skills and competencies required for a project team to be effective in project control. These capabilities can be gleaned from experience and often take years to master
E2 – Explicitly define roles of project team members	Job description that indicate responsibilities and corresponding expectations, clearly define level of authority in order to make decisions defined by project organization chart, working methods defined by standard processes, procedures and tools
E3 – Accurate and detailed WBS	The work breakdown structure (WBS) identifies the project elements that will need resources and thus is the primary input to resource planning. Any relevant outputs from other planning processes should be provided through the WBS to ensure proper control

Enablers	Definition
E1 – Skilled and experienced project team members	A variety of skills and competencies required for a project team to be effective in project control. These capabilities can be gleaned from experience and often take years to master
E2 – Explicitly define roles of project team members	Job description that indicate responsibilities and corresponding expectations, clearly define level of authority in order to make decisions defined by project organization chart, working methods defined by standard processes, procedures and tools
E3 – Accurate and detailed WBS	The work breakdown structure (WBS) identifies the project elements that will need resources and thus is the primary input to resource planning. Any relevant outputs from other planning processes should be provided through the WBS to ensure proper control

Barriers	Definition
B1 – Lack of standard processes	Poor standardized project management that is composed of standardized practices standardization means the degree of absence of variation in implementing such practices
B2 – Vague contract deliverables	Vague and inconsistent information regarding contract, Scope of Work and contract deliverables
B3 – Unclear project goals and objectives	A lack of direction and define desired benefits and outcomes of project
B4 – Un-clear project milestones	Poor planning for schedule activities that shows an important achievement in a project.
B5 – Disparate control system between owner and contractor	Different control system between owner and contractor in term of defining Scope of Work, deliverables, scheduled, payment methods and indistinct criterion used to define project completion
B6 – Lack of information communication	Poor communication planning that includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information

Barriers	Definition
B1 – Lack of standard processes	Poor standardized project management that is composed of standardized practices standardization means the degree of absence of variation in implementing such practices
B2 – Vague contract deliverables	Vague and inconsistent information regarding contract, Scope of Work and contract deliverables
B3 – Unclear project goals and objectives	A lack of direction and define desired benefits and outcomes of project
B4 – Un-clear project milestones	Poor planning for schedule activities that shows an important achievement in a project.
B5 – Disparate control system between owner and contractor	Different control system between owner and contractor in term of defining Scope of Work, deliverables, scheduled, payment methods and indistinct criterion used to define project completion
B6 – Lack of information communication	Poor communication planning that includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information