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MAJOR OVERHAUL (MOH) PROJECTS – SUCCESS AND FAILURE FACTORS

14.01.2026

Purpose

This document summarizes the key factors 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. Tender & Pre-Contract Stage

Successful MOH projects begin before the contract is signed.

  • Proper review of tender documents and preparation of technical and commercial proposals, taking into account:
    • Execution risks
    • Previous project experience
    • Country-specific regulations and rules
  • Clear documentation of all assumptions used during bid preparation
  • Early clarification and closure of open issues with the Client before contract award
  • Identification of contractual risks that may affect execution, cost, or schedule

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

2. Contract Understanding & Governance

  • Conducting a detailed contract review focused on:
    • Scope of Work (SOW)
    • Obligations and responsibilities
    • Deadlines and milestones
    • Inspection points and acceptance criteria
    • Interfaces with the Client, suppliers, and subcontractors
  • Preparing contractual appendices and formal documents that reflect progress, changes, and milestones as official evidence

Observation: Many MOH failures arise from poor understanding of contractual interfaces and inspection responsibilities.

3. Project Organization & Team Management

  • Establishing a clear and formal project organization chart
  • Defining job descriptions and coordination procedures for all key roles
  • Assigning qualified and experienced personnel
  • Defining clear communication and escalation lines
  • Preparing a responsibility matrix and authority levels
  • Encouraging continuous team development and collaboration

Observation: Even strong teams fail when responsibilities and authority are not clearly defined.

4. Planning, Scheduling & Execution Strategy

  • Preparing a Project Execution Plan (PEP) covering all key disciplines
  • Developing the following:
    • An appropriate WBS
    • A realistic project schedule
    • A progress measurement system
    • Project control procedures and reporting formats
  • Detailed mobilization planning covering:
    • Facilities and workshops
    • Machinery and equipment
    • Procurement procedures
    • Permits and approvals
  • Continuous monitoring of execution progress

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

5. Risk Management & International Constraints

  • Identifying and analyzing execution risks
  • Considering international constraints affecting:
    • Materials
    • Equipment
    • Services
    • Logistics
  • Monitoring international developments and preparing contingency plans

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

6. Engineering, Documentation & Records

  • Defining required project documents and the records management system
  • Implementing effective document control to ensure traceability
  • Clarifying document adequacy requirements if not explicitly stated in the contract
  • Controlling engineering documents, technical reports, and progress reports

Observation: Missing or late documentation halts execution more often than technical insufficiency.

7. Procurement, Inspections & Logistics

  • Preparing a complete list of required:
    • Spare parts
    • Materials
    • Services
  • Developing a procurement plan covering:
    • Technical requirements
    • Inspection procedures
    • Logistics routes
    • Milestones and deadlines
  • Performing technical inspections in line with contractual obligations
  • Maintaining continuous sourcing, supplier qualification assessment, and AVL development

Observation: If critical parts or services are not physically available at the right time, MOH execution will fail.

8. Project Controls & Reporting

  • Implementing project control procedures
  • Maintaining clear, effective, and regular reporting
  • Feeding information from engineering, procurement, and execution disciplines into project controls
  • Reviewing and integrating reports that provide management with:
    • Progress status
    • Delay analysis
    • Root cause analysis
    • Corrective actions

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

9. Communication, Meetings & Interfaces

  • Responding to Client clarifications and follow-ups in a timely and responsible manner
  • Managing interfaces among the Client, suppliers, and subcontractors
  • Establishing meeting procedures covering:
    • Agenda preparation
    • Document readiness
    • Review of decisions and history
  • Holding regular and effective project meetings

Observation: Most MOH problems are not technical; they are interface-driven.

10. Compliance, Permits & Mobilization Formalities

  • Identifying and obtaining on time:
    • Permits
    • Certificates
    • Visas (if required)
  • Continuously monitoring compliance documents and their validity

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

11. Failure Scenarios, Recovery & Corrective Actions

  • Defining corrective and recovery procedures early for possible failure scenarios
  • Ensuring alignment with the Client and the team before testing and delivery
  • Preparing recovery plans and urgent corrective actions once delays emerge
  • Avoiding reactive behavior only after formal reporting

Observation: Late-prepared recovery plans are usually ineffective.

12. Collaboration & Working Culture

  • Encouraging brainstorming and teamwork
  • Avoiding one-dimensional decision-making approaches
  • Strengthening a collaborative and supportive working environment
  • Carefully reviewing correspondence from Clients and suppliers to identify early warning signals

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

Conclusion

Success in MOH projects is not achieved through technical capability alone. It requires disciplined preparation, clear governance, realistic planning, proactive risk management, and transparent communication throughout the project lifecycle.

Final Note

This document reflects real execution experience rather than theory. Each point represents a factor observed to either protect or negatively affect MOH project outcomes.