Internal interfaces between disciplines and external interfaces to project partners must be actively managed.
"Everyone will already know what to do" is one of the most deceptive assumptions in the project business!
In an industrial project, I was responsible for organizing and managing the procurement processes for several large components.
First, it was important for me to dovetail the critical technical, contractual, commercial, and permitting issues in the specifications and contracts in terms of content.
In addition, these topics had to be synchronized on the timeline in order to get a resilient schedule and to be able to plan the processes.
Despite the existing time pressure, I initially worked with the overall project manager and the specialist departments to create these prerequisites in the required level of detail.
