My work is to spot what’s required, listen to how teams actually work, and design tools to effectively support the team’s goal. A tool is only as good as the conversation it unlocks, so I ensure both. The guiding question is: “Which conversations must this tool prompt to bring clarity ahead of the deadline?” By the end of this article, I will have shown you how I help project teams by: (1) show where work is (not) happening, (2) provide concise overviews, (3) support defining priorities, and (4) advise a clear course of action they can take steps on right away.
At BAEKEN, we strive to develop and use the most effective tools. Sometimes that’s as simple as post-its on a wall, a quick Excel sheet, or a flowchart. Other times, it’s the most advanced analytical tools – calculating progress on 20.000 activities or running a quantified risk analysis. The point is: the tool supports the work, it should not be the work.
We implement tools according to our core values: Diligent, Analytical, Forward-looking, and Social. Our values Diligent and Analytical can be seen clearly in Paul’s article . While we embed all our values in our work, this article focusses more on how I implement Forward-looking and Social aspects of effective tooling.
Working with clients, we improved the visibility on deliverable and decision timelines. Small, focused tools changed the effectiveness of weekly meetings:
1. Location-based coverage: Maintenance matrix for roads. A simple matrix made visible where maintenance activities were actually executed, so the Technical Manager could verify coverage and spot gaps immediately. A straightforward PivotTable was sufficient for this product: it was easy to set up, and most importantly, quick to update. I automated part of this work by getting data from the PDF planning and cleaning it up with Power Query.
I spotted the need for a better insight in this information, drew out the data we had on a piece of paper, selected the quickest way to the goal: Power Query and Excel, build the Power Query and simply started using it in the meetings. It was a success.
2. Concise overviews: Report dashboard for the Technical Manager. In this case we are talking about project reports and expectation management. It’s very hard to plan resources and feed back plausible completion times when you don’t have a clear insight into when your input data will come in. We needed a clear overview of what report to expect when and what high level the content would be. So, I made a dashboard once more using Power Query and PivotTables showing which reports were expected in the current period and what was coming next. Evaluating the contractor’s reports therefore became smoother with fewer surprises.
3. Clear priorities: Contract status at a glance. The team works on multiple contracts which are in different stages. The team needs a quick overview showing where decisions are needed during meetings. For this, I made a traffic-light overview with the right-most column giving a clear red/yellow/green status and short notes on why. This is so they only need to focus where attention is currently needed, and meetings are more effective.
4. A clear course of action: baseline comparison. Clarity was required on the expected execution dates for maintenance. Particularly the difference between contract dates and current progress updates needed to be clear. Activities of the contract requirements that the Contractor must fulfil were not visible next to real progress in the schedule, therefore the Project Control Manager and Technical Manager had no comparison points. To begin, I started with making a table out of the contract requirements.
This allowed me to set up baselines for the project, so the contract dates and activities sat visibly beneath actuals. The Project Control Manager could steer on deviations (see the yellow bars and diamonds beneath the activity bars and milestone diamonds) instead of reacting late. It is also clear to the team that activities without a baseline have no contractual dates.
Want to see the broader context of the various work that BAEKEN offers? Read Jopie’s article .
People who listen first and keep the loop tight. Tools at BAEKEN are not the goal – the goal is better decisions, made together, on time. The focus is on understanding the work, the people, and the context first, and then selecting or building the most appropriate tool to serve that purpose, if it is necessary. Whether it’s a paper sketch, Excel model, or PowerBI dashboard, the goal is to create clarity, alignment, and actionable insight. That fits the way you actually work: where work is (not) happening is visible, overviews are to the point, priorities are clearer, and next steps are directly actionable.
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Lean planning doesn’t exist—at least not as a fixed methodology. Yet, it’s the term you hear more and more. So, what does it actually mean? Lean Construction is a construction philosophy rooted in manufacturing. When we talk about lean planning, we’re really talking about a process framework that gives more control to execution. Those closest to the work are involved, which allows faster responses to schedule deviations and helps reduce conflicts, constraints, and variability between activities. The most visible manifestation of this is often the post-it walls you see in the site office.
How it works in practice:
Each discipline or executing party gets its own color of post-it.
On the post-its, they write down their activities: what needs to happen, how long it will take, and which dependencies exist.
Team members then place their post-its in the correct sequence on a large timeline on the wall.
By doing this together, dependencies become immediately visible, and the team can solve obstacles.
Because everyone places their own post-its, ownership is created, resulting in a plan that is supported by the team.
Planning with post-its is a form of proactive control because the executors have direct influence. However, since lean planning is a mindset, it also requires a behavioral shift. Without this change—letting go of top-down control—the post-its risk becoming a “wall of fear” that mainly causes stress.
Do you really want to completely give up top-down control? Of course not. Fortunately, it’s not all or nothing. Contractually, there’s no basis for abandoning traditional planning methods entirely.
In practice, the Critical Path Method (CPM) is often unavoidable for the master schedule. Both FIDIC contracts and standard Dutch UAV GC models reference critical paths in their contractual requirements. The Last Planner System (LPS) provides a level of detail where you definitely don’t want the client interfering. A solid CPM schedule with a baseline provides the foundation for clear communication frameworks.
CPM and LPS don’t have to exclude each other; in fact, they complement one another. Both emphasize dependencies, but at different levels. The real value comes when the CPM activity network is structurally linked to the execution details on-site. Especially now that OPC Task has been developed, this connection is feasible. This way, CPM provides the strategic and contractual framework, while LPS ensures ownership and reliability in execution. The result: the gap between back office, site team, and client is noticeably reduced. LPS is also a good alternative for making progress tracking more reliable.
The current challenge is finding the right planning level at which CPM and LPS reinforce each other for the team and project at hand. Together, LPS and CPM balance top-down control with bottom-up involvement. As a general recommendation, planning levels L3 or L4 are suitable, depending on the conscientiousness and maturity of the team members. From a CPM perspective, it’s advisable to always plan at a level where one person can be held accountable for each activity.
A major question before implementation is: how courageous is the team and management? Can they embrace the new mindset, and perhaps more importantly, can they take the colored post-its seriously?
Need help assessing this or setting up the link between LPS and CPM (possibly using OPC Task)? Contact BAEKEN for a free consultation.
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It is easy to bring in temporary staff through secondment to cover additional capacity. This works well for clearly defined tasks or preset roles. But projects are rarely predictable and often demand more than just temporary help. That is why we at BAEKEN believe you are better served by a consultant. A consultant does not just perform tasks; they actively contribute ideas, bring specialized knowledge, and help structurally elevate your organization.
Secondment gives you temporary capacity to carry out clearly described tasks within existing processes. A BAEKEN consultant, however, adds value by thinking proactively, critically assessing processes, identifying risks, and implementing improvements. We bring more than extra hands; we bring vision, innovation, and craftsmanship to your organization.
Our consultants are selected based on four essential qualities that form the foundation of our approach:
These core values also shape our internal training programs, ensuring every BAEKEN consultant is fully prepared to support projects effectively.
Our consultants receive intensive training through the BAEKEN Academy, where we combine advanced tools with practical knowledge in project controls, risk management, and strategic project management. Through continuous sharing of real-life examples and best practices, we ensure our consultants always possess up-to-date, in-depth expertise.
At BAEKEN, no one works alone. Our in-house experts actively support all projects, giving you access to the best knowledge and experience we offer. Our consultants are continually backed by these experts, helping to solve complex issues faster and ensuring you always benefit from the most current and effective solutions.
In addition to technical expertise, we place great emphasis on the human side of consultancy. Our consultants understand that successful projects rely on trust, collaboration, and stakeholder buy-in. They communicate proactively, listen attentively, and translate analytical insights into concrete solutions that gain widespread support within your organization.
Our consultants do not just advise; they are involved in execution. They critically analyse your processes, identify bottlenecks, and implement improvements directly in practice. This not only leads to better project outcomes but also makes your processes structurally more efficient.
Every project is unique and calls for a customized approach. That is why our consultants apply robust methodologies in a flexible way. Thanks to our analytical background, we can seamlessly adapt these methods to the specific context of your organization, regardless of industry or situation.
Our consultants work across a wide range of sectors—from infrastructure to energy transition, from industry to area development. This broad perspective keeps us alert to innovations and trends. We actively track new developments, evaluate emerging tools and techniques, and integrate the best approaches into our knowledge network. Through active knowledge sharing, every project benefits from progressive insights and innovative solutions.
A BAEKEN consultant offers more than just temporary capacity. You gain a strategic partner—someone who thinks along with you, improves processes, drives innovation, and brings insights from a wide expert network. Our consultants are analytically strong, socially skilled, thorough, and forward-thinking—making a lasting impact on every organization.
Curious to see how a BAEKEN consultant can help move your organization forward?
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Effective project control relies heavily on robust planning software to monitor progress, manage resources, anticipate risks, and optimize financial outcomes. But which software best suits your specific situation? At Baeken, we understand that choosing the right tool is crucial to the success of any project. That’s why we’re comparing four widely used software solutions: Oracle Primavera P6, Oracle Primavera Cloud (OPC), Microsoft Project (Standalone & Cloud) and Asta Powerproject.
Primavera P6 is a powerful enterprise-level solution designed for complex and large-scale projects and portfolios. It is widely used by large organizations and governments in industries such as construction, energy, infrastructure, and IT. Over 10,000 organizations globally rely on this software, including BP, General Electric, and Lockheed Martin, emphasizing clear evidence of its reliability and capabilities.
Advantages:
Disadvantages:
When to use:
Primavera P6 is ideal for complex, long-term, and large-scale projects where advanced analytics and high computing capacity are essential.
Oracle Primavera Cloud offers the same powerful features as Primavera P6 but in a fully cloud-based environment, optimized for modern collaboration.
Advantages:
Disadvantages:
When to use:
Primavera Cloud is particularly suitable for organizations managing multiple complex projects and needing real-time, integrated collaboration between office and field.
Microsoft Project is the most widely used planning tool globally and is especially popular among companies already using Microsoft Office products like Excel, SharePoint, Teams, and Office 365.
Advantages:
Disadvantages:
When to use:
Microsoft Project is well-suited for small to medium-sized projects that don’t require extensive analytical features or high scalability.
Asta Powerproject (by Elecosoft) is specifically tailored for the construction sector, offering specialized features such as 4D planning (linking scheduling with 3D visualization) and BIM integration.
Advantages:
Disadvantages:
When to use:
Ideal for construction companies that need affordable software with solid visualization and 4D planning support. Less suitable for large-scale infrastructure projects and system integrations.
The best planning tool for your organization depends greatly on your specific needs. Large, complex projects that require strong analytics, integration, and scalability benefit most from Primavera P6 or Primavera Cloud. For smaller projects that prioritize simplicity, ease of use, and cost-efficiency, Microsoft Project is an excellent choice. For construction projects that need visual BIM integration, Asta Powerproject is a compelling and accessible option.
At BAEKEN, we’re happy to guide your organization in selecting and successfully implementing the most suitable planning software for your unique situation.
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Clarity at the right moment
Running projects require sharp focus. Because even when things seem to be going well, you want to know where you really stand. With Solid Insight, we perform a targeted health check on your project, accessible and reliable. No endless analyses, just clear insights you can act on immediately.
Whether you need to report to a client, want to stay ahead of stakeholder questions, or simply want a better view of your progress – we help you strengthen control, identify risks, and create calm and direction in your project.
With Solid Insight, you gain clear and well-founded visibility into the current state of your project. You’ll see what’s going well, where risks are emerging, and where improvement is possible. You’ll receive a clear and concise report you can immediately use in conversations with your team, client, or steering group.
The strength lies in the combination of analysis and involvement. We not only map out the facts but also understand the dynamics of your project environment. That creates direction, builds alignment, and helps you adjust with confidence.
We begin with a conversation to understand your project and the key questions you want answered. Together, we define where to focus. You’ll provide a few relevant documents – such as the schedule, progress reports, and risk logs – so we can understand both the technical and organisational context.
Next, we speak with members of your project team. We ask sharp, open questions and combine what we hear with what the data tells us. This gives us a complete picture – technical, organisational, and human.
We compile our findings into a clear, actionable report with concrete recommendations. No jargon-filled documents, just a concise and practical report you can immediately work with.
Our promise: structure, calm, and control – exactly when you need it most.
Schedule a no-obligation introduction and discover what clarity at just the right moment can do for your project. Or do the Quickscan to get an instant feel for your project’s health.
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At BAEKEN, we believe in having a firm grip on projects. That’s why we’re here to support you. From a strong project start to making timely improvements or regaining control when things get tough. Whether you’re just getting started, facing questions mid-project, or dealing with a crisis with SOLID, you’re never on your own.
Clarity when it matters most
With SOLID INSIGHT, you gain a clear view of your project’s current status. We conduct a project health check that shows what’s going well and where risks or improvement areas lie.
Together, we bring structure to how insights are gathered: from performance and risks to progress and bottlenecks. That way, you can make informed decisions even under pressure.
Our strength: we keep things accessible without oversimplifying. Thanks to our experience, we quickly identify the signals that truly matter and translate them into actionable recommendations.
Your result: a well-supported report that enables you to steer effectively and instils confidence in your team and stakeholders.
Soon you’ll find more here about how we help projects start strong with Solid Launch.
More information about how we help turn around struggling projects with Solid Recovery is coming soon.
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While the sound of machines fades on the construction site and site teams enjoy a well-deserved break, the engine keeps running elsewhere. For planners and project controllers, the construction holiday isn’t a pause, it’s a strategic pit stop. A moment not only to refuel but also to recalibrate, so the project can continue at full speed after the summer.
Take time to prepare when things are calm, so you can move fast when things heat up.
In the chaos of a project, we’re constantly adjusting — like a Formula 1 team monitoring data and fine-tuning for grip, speed, and risk in real time. But just like in racing, the real strength lies in what you do when the pressure momentarily lifts. The construction holiday offers exactly that: space for reflection, fine-tuning, and strategic maintenance.
Here’s how our planners use this time to make projects sharper, stronger, and more resilient.
While busy weeks require sharp short-term focus, now there’s room to take a step back and see the bigger picture. It’s the perfect moment to critically review the project structure, dive deeper into scenario planning, and refine key processes. Not because you have to — but because you can. And because it will make a difference later.
Good scenarios are like backup plans in a race: you hope you won’t need them, but when you do, they’re worth their weight in gold. During these quieter weeks, planners can work undisturbed on:
By building strong scenarios now, we’ll be more agile when circumstances change.
A quick restart requires clear insight. Planners use this period to refresh and prepare dashboards, reports, and analyses, such as:
Just like in the pit lane: everything is ready so the team can hit the track again without delay.
When work picks up again after the summer break, this preparation provides a solid foundation. The result:
At BAEKEN, we’ve seen time and again how even a short transition phase can lead to stronger performance in the next.
For us, the construction holiday isn’t downtime, it’s a conscious choice for perspective, strategy, and reinforcement. Precisely when the race seems to pause, you can make a decisive impact on the laps still to come. Together with our planners, we’re not just building clarity and calm, but sustainable performance.
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In an era where projects are becoming increasingly complex and the pressure to deliver on time and within budget continues to grow, having the right tools is essential. Oracle Primavera P6 EPPM offers an integrated solution for planning, managing, and analyzing projects and portfolios. At Baeken, we believe in the power of advanced tools like this to proactively steer project outcomes.
P6 is a comprehensive project management software that supports organizations in planning, managing, and analyzing projects of varying size and complexity. It offers powerful capabilities for detailed scheduling, resource management, risk analysis, and reporting—making it suitable for virtually any type of project.
Traditional project planning is often reactive. P6 enables teams to plan proactively by identifying potential risks and bottlenecks early on. Forecasting tools support well-informed decisions around resource allocation and cost planning, helping reduce delays and budget overruns.
With more stakeholders involved in projects than ever, clear communication is key. P6 provides accessible, real-time reporting, facilitating collaboration and ensuring a shared understanding of project status across teams.
Whether managing a single project or an entire portfolio, P6 adapts to your organization’s needs. It supports multiple users, project hierarchies, and workflows, making it suitable for both small teams and large enterprises.
P6 integrates seamlessly with complementary tools such as OPRA as well as external systems like ERP platforms. This provides a unified view of project, program, and portfolio performance.
Used by over 10,000 organizations worldwide—including industry leaders like BP, General Electric, Lockheed Martin, and American Express—P6 has become a standard in large-scale project environments. On projects exceeding $100 million, it’s used in more than half of all cases.
P6 is particularly valuable for organizations that:
While P6 offers powerful capabilities, it may be too comprehensive for smaller organizations or projects with limited complexity. In such cases, lighter project management tools may deliver sufficient functionality without the learning curve and implementation effort that P6 requires.
P6 is a powerful tool for organizations seeking strategic and proactive control over complex projects. At BAEKEN, we support clients with tailored implementation and usage of these tools, helping them stay ahead of challenges and deliver consistent results.
Let’s build the future—on time, on budget, and with confidence.
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In large-scale projects such as infrastructure, area development, or the energy transition, contracts form the formal basis of collaboration. They define not only what needs to be delivered, but also how, by whom, and under what conditions. A well-structured contract is therefore not an obstacle, but a strategic tool for project management.
However, in practice, contracts are often not fully read or understood. They are perceived as complex and, as a result, are underutilized. At BAEKEN, we view contracts as the manual for the project: clear, guiding, and protective, provided they are properly interpreted and applied correctly.
Contracts provide structure and predictability. Standardized contract forms such as FIDIC, UAV-GC, and NEC4 offer uniform formats that are widely recognized in the market and legally tested. These standards ensure consistent information presentation and clearly define roles, responsibilities, and procedures.
At BAEKEN, we are familiar with these contract forms. This enables us to quickly locate the right information, understand risks, and set up projects in a structured way. Standardization in this case doesn’t mean rigidity but rather efficiency: it accelerates the startup phase and prevents ambiguities that could later lead to disputes or delays.
A core function of a contract is the allocation of risks. Contract forms explicitly define who is responsible for what parts of the project—and the associated risks. These include responsibilities related to design, ground risks, permits, or price increases.
For example:
At BAEKEN, we carefully analyse this risk allocation in the initiation phase, ensuring that project control is aligned accordingly. We make sure the risk register, control measures, and planning buffers match the contractual reality. This helps us avoid surprises and allows for proactive management.
A relatively new trend in contract formation is the rise of two-phase contracts. This contract form is used mainly in innovative or complex projects where there is still significant uncertainty in the early phases.
In the first phase, the client and contractor collaborate on the design, risk identification, and cost estimation. After that final agreements are made in the second phase regarding execution.
The benefits of this approach include:
At BAEKEN, we support both clients and contractors in making the most of this flexibility—without losing control over project management.
A contract is not just relevant for lawyers or contract managers—it must be embraced throughout the project team. At BAEKEN, we promote contract awareness: from planners to risk managers, from controllers to work preparers.
We ensure that the contract is not a “document in the drawer” but an integral part of:
This makes the contract an active reference point throughout the entire project, leading to consistency, traceability, and strong decision-making.
Contract forms are more than legal documents: they form the foundation for structure, collaboration, and risk management in projects. Whether it is UAV-GC, FIDIC, NEC4, or a two-phase contract, the strength lies in understanding, applying, and adhering to them.
At BAEKEN, we help our clients view contracts not as limitations, but as a strategic compass. We ensure insight, interpretation, and application, so that projects remain manageable and collaboration is strengthened.
A well-understood contract is not a burden, but a key to successful project management.
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In projects where dozens to thousands of documents circulate, from technical drawings to progress reports and contract changes, having an overview is not a luxury, but a necessity. Document control is the foundation on which reliable information management is built. Without a proper structure for document handling, errors, delays, and risks of claims or rework will arise.
At BAEKEN, we do not see document control as a mere administrative requirement, but as an indispensable link in professional project controls. It supports clear communication, traceable decision-making, and structured collaboration, precisely the elements essential for success in complex projects.
Projects generate large volumes of information: plans, plannings, drawings, analyses, contracts, memos, and reports. Without structure, this information disappears into folders, inboxes, and SharePoint-like environments where no one has a clear overview anymore.
A well-designed document control system ensures that:
It is essential to implement clear workflows for document management. We distinguish between official project documents (with legal or contractual value) and working documents, to prevent confusion about which materials are authoritative. Our approach brings calm, structure, and clarity, crucial in projects with many stakeholders and high documentation demands.
In many projects, claims, delays, or escalations arise because it’s unclear what was agreed upon or approved, and when. A missing signature, the wrong version in circulation, or an incomplete decision memo, small errors with major consequences.
Document control mitigates these risks by:
This is especially vital in contractual environments (UAV-GC, FIDIC, DBFM). It is crucial to always be able to fall back on accurate, complete, and accessible project records, contributing to legally strong positions and smoother collaboration.
Document control does not stand alone, but feeds into all other aspects of project controls: scheduling, progress, risk, and finance. Think of:
At BAEKEN, we integrate document control with scheduling and management systems. This way, we can automatically link information to project phases, deadlines, and checks. Document control then becomes more than storage: it becomes an active source of insight and control.
Without clear and reliable documentation, the rest of project controls stands on shaky ground. At BAEKEN, we make document control an integral part of project controls, not a bottleneck, but an accelerator.
Our approach ensures:
Document control may not be the most visible part of a project, but it is the most decisive when it comes to control, grip, quality, and trust.
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