Sohaib Wasif is a project management and controls professional with more than twenty years of experience across infrastructure, energy and mining.
The work is straightforward to describe and hard to do well: build a plan that reflects how the project will actually be executed, keep the cost and schedule tied to the same baseline, quantify the risk rather than assuming it, and report the result early enough that someone can still act on it.
How I work
Three principles have held across every programme I have worked on.
The schedule has to be believed by the people executing it. A logic network that the site team does not recognise is not a plan, it is a document. I build the plan with the people who will deliver it, because a schedule nobody owns produces a forecast nobody trusts.
Cost and schedule are one system. Reporting them separately is the most common way projects lose visibility of their own position. Earned value is not a compliance exercise; it is the only reliable way to know whether the money spent has bought the progress claimed.
Early warning beats accurate hindsight. A forecast that is roughly right in period 14 is worth more than one that is precisely right in period 22. The purpose of the function is to buy decision time.
Background
[Replace this section with career history — organisations, roles, dates, and the programmes worth naming. Two or three paragraphs is enough.]
Credentials
- [Professional designations — PMP, PSP, CCP, P.Eng., or equivalent]
- [Education — degree, institution, year]
- [Software — Primavera P6, Acumen Fuse, @RISK, Ecosys, or whichever apply]
Sectors
Infrastructure. Rail, roads and water. Long-duration public programmes where the delivery environment is as much political as technical.
Energy. Generation and transmission. Increasingly defined by connection timelines and grid capacity rather than by generation cost.
Mining. Shaft to plant. Where the plan has to absorb commodity price movement without losing its own integrity.