CEC Africa supports developers, project owners and delivery teams when baseline dates are slipping, milestones are repeatedly missed, procurement is holding the programme, or management needs a credible recovery path. We combine current-status validation, schedule recovery, cost and resource review, procurement recovery and executive tracking.
A recovery programme should start from the project's real current status—not simply move dates on the baseline. The objective is to identify what is driving the slippage, test practical recovery options and create a controlled plan that balances time, cost, resources, procurement, quality and contractual risk.
Critical activities are behind plan, milestones keep moving or the baseline no longer represents what is happening on site.
Long-lead materials, approvals, vendors or logistics are preventing planned work fronts from opening.
Progress reports describe the past but do not identify the decisions, constraints and actions required to protect completion.
Acceleration is being discussed without a clear time-cost assessment, resource strategy or forecast of the impact on final cost.
IFC information, RFIs, shop drawings or coordination issues are disrupting the intended sequence of construction.
Actions are distributed across contractor, consultant, client and suppliers without one recovery control system or clear ownership.
Recovery is not just a revised programme. CEC Africa structures the recovery process around five practical control stages.
Identify schedule, cost, design, procurement, resource and governance warning signs.
Confirm actual progress, remaining scope, critical path, constraints and reliable project data.
Rank the constraints and decisions that have the greatest effect on completion and cash flow.
Model resequencing, fast-tracking, crashing, procurement actions and resource adjustments.
Control the recovery through milestones, KPIs, action ownership and executive dashboards.
Fast-tracking can overlap activities that were originally planned in sequence, while crashing can add resources or working time to shorten critical activities. Both can improve completion dates, but they can also increase cost, coordination pressure, rework and risk if applied without testing the dependencies first.
Baseline versus actual progress, critical milestones, look-ahead planning, constraints and recovery performance.
Acceleration cost, committed cost, forecast, cost performance and estimate-at-completion visibility.
Long-lead tracking, vendor status, material priorities, approvals and delivery alignment with the recovery sequence.
Labour, plant, work fronts, shifts and productivity assumptions tested against achievable output.
Recovery actions reviewed against rework risk, inspection requirements, contractual obligations and claims exposure.
One management view of recovery milestones, progress, blockers, cost, procurement and actions requiring decisions.
Run the free CEC Africa Project Health Check first. It screens schedule, cost, design, procurement and governance and can help identify where a deeper review should start.
A recovery plan starts from the project's verified current status and defines the actions, sequence, resources, responsibilities and controls needed to improve performance and protect an achievable completion target.
No. Fast-tracking normally means overlapping activities that were planned sequentially. Adding resources or working time to shorten critical activities is generally associated with crashing. A recovery strategy can use either or both where practical.
Yes. The recovery approach is designed for live projects where the baseline no longer reflects achievable delivery and management needs a practical route from current status to controlled completion.
CEC Africa currently focuses on Tanzania, Uganda, Kenya and Ghana, with a broader regional perspective across Africa.
Start with the free diagnostic or tell us where the project is slipping and what management needs to recover.