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 BAEKENMore about BAEKEN, klik hier., 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.

One version of the truth

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 always clear which version of a document is valid,
• the origin of information is transparent (who changed what, and when),
• documents are uniformly classified and remain easy to find.

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.

Document control as risk

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:

• recording approval processes,
• managing and automatically archiving versions,
• linking decisions to clear document statuses (draft, review, approved, final).

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.

Information as a steering instrument: document control within project controls

Document control does not stand alone, but feeds into all other aspects of project controls: scheduling, progress, risk, and finance. Think of:

• making the right drawings available before execution,
• tracking decision documents for scope changes,
• logging meeting minutes as a formal basis for agreements.

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.

Conclusion: reliable information, reliable projects

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:

• clarity and overview in complex document flows,
• minimization of errors and risks,
• and maximum reliability in collaboration and decision-making.

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.

Microsoft Project, often abbreviated to MS Project, is a widely used tool for project management and project control. It provides functions for planning, progress recording and resource management and is used in many organisations as a basis for project control.

At BAEKEN, we value MS Project as a user-friendly, accessible tool that can be used well in the early stages of projects or in smaller environments. However, we also recognise its limitations, especially in collaboration, cost management, and managing resources across multiple projects. In this article, we explore the strengths and weaknesses of MS Project within the field of project controls, while considering how it can help shape your project’s future success.

Realistic planning on an individual project basis

MS Project excels at planning individual projects. Using Gantt charts, task structures, dependencies and milestones, project schedules can be built quickly and clearly. It is possible to:

• Create a Work Breakdown Structure (WBS) with logical task groups;
• Define dependencies (FS, SS, FF)southfinish-start (FS), start-start (SS), en finish-finish (FF);
• Make critical paths and milestones visible.

These features make MS Project ideal for classic planning issues in linear or less complex projects. At BAEKEN, we sometimes use the tool in the start-up phase or as an analysis tool to quickly test scenarios. Its visual representation and low entry threshold make it a pleasant tool for communicating planning to stakeholders.

Resource management: useful, but limited to a single project

MS Project makes it possible to allocate resources to tasks and visualise the workload over time. This provides insight into the feasibility of planning with available capacity.

However, MS Project has clear limitations here:

• Resource management is by default limited to a single project file. Cross-project resource levelling requires additional tools or complicated workarounds.
• It is difficult to centrally manage shared resource pools without complex configuration or integration.

For organisations with multiple concurrent projects, this is a major drawback. At BAEKEN, we recommend MS Project for resource management only within relatively simple projects. For more complex environments, we switch to more advanced planning solutions that foster greater collaboration and flexibility.

Cost management: possible, but not robust

MS Project provides basic cost management functionalities, such as assigning rates to resources and tracking planned versus actual costs. Combined with progress input, SPI, CPIsouthSchedule Performance Index (SPI) and Cost Performance Index (CPI) and Earned Value insights can be generated.

Yet the limitations here are significant:

• Cost visibility is often fragmented and not scalable across multiple projects.
• There is no central cost structure or linkage to ERP systems.southEnterprise Resource Planning (ERP)
• Reports require manual construction or export to Excel.

For full-fledged project control on costs, as required in EPC contracts or infrastructure projects, MS Project falls short. At BAEKEN, we use it occasionally for cost analysis, but for deeper integration and reliability, we rely on tools like Primavera or dedicated EVM software.Want to know more about Earned Value Management? Read this article

Collaboration: no multi-user environment

A major drawback of MS Project is that it does not offer a true multi-user environment. Only one user can work in a project file at a time, unless complex workarounds are set up via SharePoint or Project Online. This limits:

• Collaboration between planning, control and execution teams;
• Real-time updates and progress recording by multiple users;
• Integration with wider project management systems.

At BAEKEN, we consider collaboration and transparency essential within project management. Therefore, we recommend MS Project in environments where collaboration is small and manageable, and where central planning doesn’t require team involvement.

MS Project as a stepping stone to mature project controls

MS Project is especially suitable as an entry-level tool for organisations looking to professionalise their project planning. It is user-friendly, visually strong and connects well with other Microsoft tools (such as Excel and Teams).

At the same time: what starts simple often grows out of it.

When multiple projects, teams, resources, or budgets come together, MS Project hits its limits. That’s when it’s time to invest in more robust systems that drive integration, collaboration, and deeper project control.

Conclusion: useful, but with limits

Microsoft Project provides solid basic functionality for planning, resource and progress management within single projects. At BAEKEN, we use it pragmatically: as a quick and accessible tool for project structuring and communication.

However:

• Resource management across multiple projects is limited;
• Cost monitoring is not deep enough;
• Collaboration is difficult without external workarounds.

This is why we see MS Project as a starting point, not the end. In a mature project controls environment, it becomes the stepping stone to better integration, broader collaboration, and deeper control.

Our maxim: use MS Project when it fits but dare to grow as soon as it pinches.

Change management and scope management are two distinct but interrelated aspects of project management. Understanding the difference between them is essential for effectively managing projects.

Scope Management

Definition: Scope management involves defining and controlling what is and is not included in the project. It ensures that the project includes all the work required, and only the work required, to complete the project successfully.

Key Activities:

1. Scope Planning: Developing a detailed project scope statement that defines the project’s deliverables and boundaries.
2. Scope Definition: Breaking down the project into smaller, manageable parts (Work Breakdown Structure – WBS).
3. Scope Validation: Formalizing acceptance of the completed project deliverables by the stakeholders.
4. Scope Control: Monitoring the project’s scope and managing changes to the scope baseline.

Objectives:

• Clearly define project deliverables and boundaries.
• Ensure all necessary work is included.
• Prevent scope creep by controlling changes to the project scope.
• Maintain alignment with project goals and stakeholder expectations.

Change Management

Definition: Change management involves handling any alterations to the project, including changes in scope, schedule, costs, and resources. It ensures that changes are evaluated, approved, and implemented in a controlled manner.

Key Activities:

1. Change Identification: Recognizing the need for changes, whether they arise internally or externally.
2. Change Evaluation: Assessing the impact of proposed changes on the project.
3. Change Approval: Obtaining formal approval for changes from the appropriate authorities, often a Change Control Board (CCB).
4. Change Implementation: Executing the approved changes and updating project documents, schedules, and budgets.
5. Change Monitoring: Tracking the impact of changes and ensuring they are implemented effectively.

Objectives:

• Manage alterations to project scope, schedule, costs, and resources.
• Ensure changes are evaluated thoroughly and approved appropriately.
• Minimize disruptions and risks associated with changes.
• Maintain project alignment with its goals and objectives despite changes.

Conclusion

While scope management and change management are distinct processes, they are closely interrelated. Scope management defines the boundaries of the project, and change management handles any alterations to those boundaries as well as other project aspects. Effective project management requires both clear definition and control of the project scope and a structured approach to managing changes to ensure project success. By integrating scope management and change management, project teams can maintain project integrity, adapt to new information and requirements, and achieve their objectives efficiently.