FIELD NOTES
Written from the work
Work management, maintenance planning, PMO establishment and tendering in South Africa. Everything here comes out of twenty three years of doing the work, and every number in it was measured rather than estimated.
-
Why work management improvement programmes stop working after six months
most work management improvement programmes configure a system, train the users, run a pilot, and report success. Six months later the operation is reactive again. The programme tre
-
The five phases of work management, and why resourcing comes after scheduling
work management runs in five phases. Work approval, planning, scheduling, resourcing, then execution. The order surprises people, because most operations resource before they schedu
-
Why your schedule compliance is high and your week is still reactive
schedule compliance measures how much of the work you committed to at schedule freeze was finished inside that schedule period. Most operations measure something loosely related and
-
What changes when twenty bid coordinators run the same week
The same tender week with Landani running it: what the coordinator stops doing, what engineers still review, what it cannot do, and why your win rate falls while your wins rise.
-
What it actually costs to respond to one tender
Two days on the technical response, two days on compliance, a day per in-person briefing, three live bids per coordinator, and a fifty percent win rate if you are disciplined.
-
What actually happens in the last week before a tender closes
The real sequence of the final week of a tender response in South Africa: compliance first, the technical fight, the methodology statement, and everything that goes wrong.