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Factors Influencing Success or Failure in MOH Projects

14 Jan 2026

Purpose

This document summarizes the key factors that have been observed to directly influence the success or failure of Major Overhaul (MOH) projects. These points are based on real project experience and are intended to support better decision-making, planning, and execution.

1. Tendering & Pre-Contract Phase

Successful MOH projects start before contract award.

  • Proper review of tender documents and preparation of technical and commercial proposals considering:
    • Execution risks
    • Previous project experience
    • Country-specific regulations and rules
  • Clear documentation of all assumptions used in proposal preparation
  • Early clarification and finalization of open issues with the Client before contracting
  • Identification of contractual risks that may affect execution, cost, or schedule

Observation: Unclear assumptions and unresolved issues at tender stage almost always appear later as delays, disputes, or scope gaps.

2. Contract Understanding & Governance

  • Detailed contract review with focus on:
    • Scope of Work (SOW)
    • Obligations and responsibilities
    • Deadlines and milestones
    • Inspection points and acceptance criteria
    • Interfaces with Client, suppliers, and subcontractors
  • Development of contractual appendices and formal documents reflecting progress, changes, and milestones as official evidence

Observation: Many MOH failures originate from weak understanding of contractual interfaces and inspection responsibilities.

3. Project Organization & Team Management

  • Definition of a clear project organization chart
  • Job descriptions and coordination procedures for all key roles
  • Allocation of qualified and experienced manpower
  • Clear line of communication and escalation
  • Preparation of responsibility matrix and authorization levels
  • Continuous team development and collaboration

Observation: Strong teams fail when responsibilities and authority are unclear.

4. Planning, Scheduling & Execution Strategy

  • Preparation of a Project Execution Plan (PEP) covering all key disciplines
  • Development of:
    • Proper WBS
    • Realistic project schedule
    • Progress measurement system
    • Project control procedures and formats
  • Detailed planning for mobilization, including:
    • Facilities and workshops
    • Machinery and tools
    • Purchasing procedures
    • Permits and approvals
  • Continuous monitoring of execution progress

Observation: MOH projects cannot be recovered by reporting alone; they require strong planning before execution starts.

5. Risk Management & International Constraints

  • Identification and analysis of execution risks
  • Consideration of international limitations on:
    • Materials
    • Equipment
    • Services
    • Logistics
  • Monitoring international situations and preparing contingency plans

Observation: Ignoring international and supply-chain risks leads to unrealistic schedules and false confidence.

6. Engineering, Documentation & Records

  • Definition of required project documents and record management system
  • Proper document control ensuring traceability
  • Clarification of document qualification requirements if not specified in contract
  • Control of engineering documents, technical reports, and progress reports

Observation: Incomplete or late documentation often stops execution, not the lack of technical capability.

7. Procurement, Inspections & Logistics

  • Preparation of a complete list of required:
    • Spare parts
    • Materials
    • Services
  • Development of a procurement plan covering:
    • Technical requirements
    • Inspection procedures
    • Logistics routes
    • Milestones and deadlines
  • Proper technical inspections aligned with contractual obligations
  • Continuous sourcing, vendor qualification, and AVL development

Observation: MOH execution fails when critical parts or services are not physically available at the right time.

8. Project Control & Reporting

  • Implementation of project control procedures
  • Clear, efficient, and regular reporting
  • Sharing of information from engineering, procurement, and execution disciplines to project control
  • Review and integration of reports to provide management with:
    • Progress status
    • Delay analysis
    • Root cause analysis
    • Corrective actions

Observation: Transparent reporting protects the project; hidden issues destroy trust.

9. Communication, Meetings & Interfaces

  • Timely and responsible response to Client clarifications and follow-ups
  • Interface management between Client, suppliers, and subcontractors
  • Defined meeting procedures:
    • Agenda preparation
    • Document readiness
    • Review of decisions and history
  • Regular and effective project meetings

Observation: Most MOH problems are interface problems, not technical ones.

10. Compliance, Permits & Mobilization Formalities

  • Identification and timely provision of:
    • Permits
    • Certificates
    • Visas (if applicable)
  • Continuous monitoring of compliance documents and validity

Observation: Late permits and visas create delays that cannot be recovered technically.

11. Failure Scenarios, Recovery & Corrective Actions

  • Early definition of remedial and corrective procedures for failure scenarios
  • Alignment with Client and team before testing and delivery
  • Preparation of catch-up plans and immediate corrective actions when delays appear
  • Avoiding reactive behavior after formal reporting

Observation: Recovery plans prepared late are usually ineffective.

12. Collaboration & Working Culture

  • Encouraging brainstorming and teamwork
  • Avoiding one-dimensional decision-making
  • Strengthening collaborative and supportive working environment
  • Careful review of correspondence and early signal detection from Clients and suppliers

Observation: Strong collaboration reduces risk faster than any formal procedure.

Conclusion

MOH project success is not driven by technical capability alone. It depends on disciplined preparation, clear governance, realistic planning, proactive risk management, and transparent communication across the entire project lifecycle.

Final Note

This document reflects real execution experience, not theory. Each point represents a factor that has been observed to either protect or damage MOH project outcomes.