Introduction:
Every project is an opportunity to learn, improve, and develop professionally. However, some of the most valuable lessons do not come from projects that go exactly as planned. They come from challenges, unexpected situations, mistakes, and the decisions we make while trying to overcome them.
Recently, I had the opportunity to work as an Execution Supervisor on an Indoor Building Solution (IBS) installation project at Saudi Aramco’s Jafurah Gas Facility in Saudi Arabia.
The project commenced on 15 July, with an initial estimated completion period of 45 days. However, due to several operational, technical, administrative, and planning-related challenges, the project extended beyond three months, with some activities still remaining.
Although project delays are generally viewed as setbacks, this experience provided valuable insights into project management, pre-execution planning, resource allocation, safety documentation, and coordination between different departments.
In this article, I want to share some of the challenges we encountered and the lessons that professionals across different industries can learn from them.
1. Access Management: Administrative Preparation Is Part of Project Planning
One of the initial challenges we encountered was gaining access to the project facility.
Our team relied on temporary access requests to enter the Aramco facility. Sometimes, approval took two to three days. During this period, our team could not proceed with the planned site activities, resulting in unnecessary downtime.
To address this issue, I suggested that management arrange permanent Aramco contractor identification cards for the relevant personnel. This would reduce our dependence on repeated temporary access requests and make site entry more predictable.
Another related challenge involved vehicle access. According to the facility’s security requirements, vehicles entering the premises needed an appropriate Aramco-issued vehicle sticker. Without it, we could not take our vehicles inside the facility.
Lesson learned:
Administrative requirements should never be treated as secondary matters. Access permits, identification cards, vehicle approvals, and other entry requirements must be arranged before mobilizing the workforce.
A team may have the right skills, equipment, and materials, but without proper access arrangements, productivity can come to a complete standstill.
2. Inadequate Site Survey: The Foundation of Execution
One of the most significant challenges was the lack of a comprehensive initial site survey.
Before starting an installation project, a proper survey is essential to understand the actual site conditions, installation requirements, access limitations, equipment needs, and potential obstacles.
During our project, the initial survey did not adequately identify certain installation requirements. For example, some antennas had to be installed at considerable heights inside buildings. These activities required manlifts or scissor lifts.
However, because the requirements had not been properly identified during the survey stage, we had to arrange the necessary lifting equipment later. This resulted in delays and additional coordination.
We also encountered situations where installation heights were greater than initially anticipated. The ladders we had purchased based on our initial assessment were too short for certain locations and could not serve their intended purpose.
Consequently, we had to reconsider our equipment requirements and arrange more suitable resources.
Lesson learned:
A site survey should never be treated as a formality or a routine checklist exercise. It is the foundation upon which the entire execution strategy is built.
A comprehensive survey should identify:
– Actual installation locations and mounting heights.
– Access requirements and physical obstructions.
– Requirements for manlifts, scissor lifts, and ladders.
– Cable routing pathways and ceiling access requirements.
– Electrical power availability and connection points.
– Material, manpower, and equipment requirements.
– Potential safety hazards and operational restrictions.
Investing sufficient time in the survey stage can prevent significant delays, unnecessary expenditure, and resource wastage during execution.
3. Safety Documentation: Compliance Must Be Integrated into Planning
Another challenge we experienced was related to safety documentation.
Working inside a major industrial facility requires proper safety planning and compliance with applicable site requirements.
For example, a Job Safety Analysis (JSA) must adequately describe the planned activities, associated hazards, and appropriate control measures.
Similarly, some of our installation activities required access above suspended ceilings. Depending on the actual site conditions and applicable requirements, certain locations required confined space entry planning and authorization.
However, our preparation in this area was insufficient, and we occasionally encountered difficulties with the required safety documentation.
These issues affected our ability to proceed with certain activities as planned.
Lesson learned:
Safety documentation should not be prepared at the last minute or treated as an administrative burden.
It should be developed alongside the work plan, ensuring that every activity has been assessed and the necessary controls, permits, equipment, and competent personnel are available before work begins.
For HSE professionals and project supervisors, an important principle is that safe execution and efficient execution are interconnected.
Proper safety preparation protects workers while also reducing interruptions, rework, and unnecessary delays.
4. Resource Planning: The Cost of Poor Preparation
The challenges associated with our initial survey and planning eventually affected resource allocation.
As the project progressed, we discovered that some locations required additional equipment, longer ladders, lifting machinery, and more manpower than initially anticipated.
Resources that had been arranged based on the original assessment were not always suitable for the actual site conditions.
This created additional logistical requirements and increased the workload on the team.
It also demonstrated how a weakness in one stage of a project can create complications in several subsequent stages.
Lesson learned:
Resource planning must be based on actual site requirements rather than assumptions.
Before mobilization, project teams should establish a realistic resource plan covering:
– Manpower and workforce competency.
– Tools and installation equipment.
– Access and lifting machinery.
– Materials and consumables.
– Transportation and logistics.
– Time requirements for each activity.
Good resource planning is not simply about having more resources. It is about having the right resources, in the right place, at the right time.
5. Interdepartmental Coordination: Every Discipline Matters
Another important challenge emerged from the electrical scope of the project.
Our IBS system required electrical power connections to the main panels through the appropriate electrical infrastructure.
However, an adequate survey had not been conducted by our company’s electrical team before execution.
As a result, we encountered issues related to the main electrical panels and the power connections required for our IBS rectifier.
This created additional coordination requirements and affected the progress of the installation.
The experience highlighted an important reality: projects involving multiple technical disciplines cannot be successfully executed through isolated departmental planning.
Telecom, electrical, civil, mechanical, HSE, and other relevant teams must coordinate their requirements before work begins.
Lesson learned:
Every department contributes to the overall success of a project.
A delay in one discipline can directly affect the progress of another. Therefore, joint site surveys, coordination meetings, clear responsibility assignments, and timely communication are essential.
Project teams should identify all interface requirements before execution rather than waiting for conflicts to emerge at the site.
6. The Bigger Picture: Project Execution Begins Before Mobilization
Looking back at the experience, most of the challenges we encountered were not caused by the installation work itself.
They were largely associated with activities that should have been addressed before or during the early stages of the project.
Access arrangements, site surveys, safety documentation, equipment selection, electrical assessments, and interdepartmental coordination all had a direct impact on execution.
This experience reinforced an important project management principle:
A project does not begin when workers arrive at the site. It begins with planning, assessment, coordination, and preparation.
A well-prepared project team is more likely to anticipate challenges, utilize resources efficiently, maintain safety standards, and achieve its objectives within the expected timeframe.
Conclusion: Every Challenge Is an Opportunity to Improve
Working on the Jafurah Gas Facility IBS project was an important professional learning experience for me.
As an Execution Supervisor, I had the opportunity to observe firsthand how planning gaps, administrative obstacles, technical requirements, and coordination issues can influence the overall performance of a project.
The experience also taught me that technical knowledge alone is not enough to ensure successful project execution. Professionals must also develop planning abilities, communication skills, problem-solving approaches, resource management capabilities, and an understanding of how different departments work together.
Perhaps the most important lesson is that identifying mistakes should not be about assigning blame. It should be about understanding what went wrong, why it happened, and how similar situations can be prevented in future projects.
In every industry, whether construction, telecommunications, oil and gas, manufacturing, or engineering, the principles remain largely the same:
– Plan thoroughly before execution.
– Conduct comprehensive site surveys.
– Identify risks and requirements early.
– Arrange resources according to actual site conditions.
– Prepare safety documentation in advance.
– Maintain effective communication between departments.
– Learn from mistakes and continuously improve.
A delayed project can still become a valuable professional success if the experience leads to better decisions, stronger processes, and improved performance in future projects.
Sometimes, the most important outcome of a project is not just what we build, install, or deliver, but what we learn along the way.