fast track project.ppt

7/27/2019 fast track project.ppt

1/76

1

Dr. George Jergeas PEng

University of Calgary

Project Management Specialization

Managing Fast TrackProjects: A Guide and

Checklists


2/76

2

Reference

This presentation is based on the European

Construction Institute (ECI) - UK

ECI Manual

The Fast Track Manual

A guide to Schedule Reduction for Client and

Contractors on Engineering and Construction

Projects


3/76

3

Introduction

Different Project StagesConcept Stage *

Development Stage

Definition Stage *

Design Stage *

Procurement Stage

Construction Stage *

Commissioning

Operation Stage

Key Issues

Agenda


4/76

4

Introduction

Takes place more quickly than normal

A difficult and often stressful route to follow

There is no boundary between a normal projectand a fast track project

Projects ranged from 4 - 36 months

Schedule reduction 10 - 29%

Cost increase 10 - 20%


5/76

5

Reasons for Fast Track

Urgent requirements by client

To maximize profit or limit loss

Imposed deadline

Start of academic year

End of current lease

New legislation

Minimize disruption of services


6/76

6

Objectives

To assist who are considering a fast track tomake the right decisions

To help implement fast track strategysuccessfully


7/76

7

Key Success factors

The calibre of individuals and their workingrelationships

The adequacy of the definition of the project

Strategy adopted and systems for

implementation

The passion to succeed on the part of key

participants


8/76

8

A managerial approach to the achievement of earlyproject delivery, involving the application of innovationsin the management of construction procurement andrecent advances in the process that, bringing into play;

The integration of construction and design phases

The involvement of the contractor in both the design andconstruction phases

Overlapping of work packages to enable construction of sections

of the project to proceed while the design for other sections isbeing progressed

The employment of the expertise of suppliers in design andconstruction

Kwakye, 1991

Definitions


9/76

9

Design and construction are overlapped and differentsections of the plant are designed and built in parallelwith significant additional riskdue to the links

between the design of different parts of the plantTurner, 1996

The reduction of the the schedule to the minimum

practicable is the principal driving force for one or morestages of the project

Definitions


10/76

10

Project Stages

F

astTrackProject

Norma

lProject


11/76

11

Work Package Overlap

Work packages are progressed in parallel

Overlap the stages for each work package

Early Decisions

Experienced judgement and empowerment

Commence design before scope has been defined

Must accept wrong decisions

General Principles


12/76

12

Integrated Project TeamMain parties are combined into a single organization

and participate to the limit of their capability in

achieving the project objectivesPartnering

BenefitsAvailability of additional expertise

Avoiding learning curve errors

Reduction in the overall workload

Commitment to the project definition and schedule

Design and construction developed together

General Principles


13/76

13

Additional StaffMore labour will be needed at peak period as a

consequence of scheduling activities in parallel

More management resource will be needed to dealwith interface and progress issues arising from inter-dependencies between disciplines and betweendesign, procurement and construction

Schedule Reduction Techniques

Project must be managed in an efficient mannermaking full use of project management and schedulereduction techniques

General Principles


14/76

14

Additional Risks

Decisions based on limited information,

cannot always be right first time

A structured and thorough risk management

process needed

General Principles


15/76

15

Advantages vs. Disadvantages

Advantages

Time to market

Commercial benefits

Short schedule (at least 10%)

Reduce time period for risk exposure

DisadvantagesAdditional risk factors, very limited alternatives

Increased amount of PM, control, etc.

Cost increase (at least 10 20%)


16/76

16

Characteristics that Support

Strategy

OwnershipClient support

Project sponsor or champion

Stakeholder support and commitmentOrganization

Project team needs to be simple, clear and devoid ofrigid hierarchy

If parent organization has a functional matrixstructure, the functional line must be subordinate tothe project management (task) line for the duration ofthe project team


17/76

17

Desirable Team Characteristics

Honesty - Openness - Trust

Anticipation and avoidance of issues rather than

waiting for them to turn into problemsMutual support - issue resolution, coaching

No blame culture

Access to all parties, no communication barriers

Lean organization, which aids communications andspeeds decision taking

Full time members

Authorized and empowered team members

Decision making on the spot without referring


Strategy


18/76

18

People and RelationshipsTechnical competence

Decisiveness - self starter - can do - flexibility

Ability to forecast outcome and act accordingly

See the big picture

Willing to collaborate

EnthusiasmStrong leadership

Managerial competence

Openness


Strategy


19/76

19

MotivationCreate a team culture that avoid de-motivation of

individuals who are keen to succeed, but areprevented by the organization, procedures,..

Working part of a team, working equally hard andsupporting each other

Appoint key positions to individuals known to be goodmotivators

Early identification and removal of under-performingindividuals

Team building and partnering sessions

Incentive/penalty clauses


Strategy


20/76

20

Contractual arrangements

Achieve win-win situation

Pre-selected, preferred contractorReimbursable basis, with incentives

Lump-sum can also be used

PartneringUp front agreement for payment for changes

and extras


Strategy


21/76

21

Communications

More informal communication - face-to-face

Barriers should be removed - informationflows directly between the parties regardless ofparent organization and level of hierarchy

Responsibility for communication lies with the

individual who has made a decisionFrequency and progress meetings

Frequent and concise reporting


Strategy


22/76

22

Introduction Time to establish the concept is NOT

recoverable

The opportunity to influence theoutcome falls off rapidly

People Stakeholders (ALL Should be identified) Integrated Team (Sponsor, Project

Manager & Senior Managers fromdifferent key players)

ualified ersonnel and motivated

Concept Stage


23/76

23

Scope Identify the real Goal and Objectives of

the client

Identify Critical Success Factors (CSFs)

Strategy

Fast tracking should be avoided unless

the client business benefits from earlycompletion significantly and outweighrisks

Contract strategy addressed andoutlined

Concept Stage


24/76

24

Business and PM SystemsBusiness Planningprocess for weeding out poor projectsA smooth transition from business process to PM process

Stage gates process

CommunicationsRapid transmission of informationIT systemsPublicity needs to be controlled

Risk Management

Cost and RiskDetermination of cost is difficultLimited industry information on fast track projects

As accurate as possible estimate to help in the decision toadopt a fast track strategy

Concept Stage


25/76

25

Logistics Consideration to location of new asset in relation to:Location of customersSource and availability of feedstocks, component parts

Supply routesTransport security and cost of supply and productsExisting assetsWorkforce skills and availability

Also should consider:

Locations of parties involvedClient site - design office - contractor - contractors

and sub-contractor - suppliersSources of construction equipment - material - supply routes and

methods - Site access and controls

Concept Stage


26/76

26

Definition Stage

Introduction

Lack of adequate definition has arguably beenresponsible for more project failures

Expenditure of 25% of the total design effort

Design will need to be progressed on thoseelements of the definition that are sufficientlysecure in order to feed information to construction

at the earliest practicable timeQuality of project definition is very often a casualty,

with the potential for overruns of cost & time


27/76

27

Definition Stage

People

Clarity of objectives A clear focus on the objectives as agreed with stakeholders at

the concept stage must be maintained in order to aid in thedecision making process

Stakeholders The significant stakeholders early identified should continue to

be involved, consulted and advised

Any other identified stakeholders should be involved ASAP

Integrated Team If the project has not so far been led by the project manager

who will be responsible for seeing it through to beneficial use,that individual should be appointed at the beginning of the

definition stage


28/76

28

Definition Stage

People

Suitably qualified and experienced personnel

The team should not be selected only on theirtechnical and managerial competencies but alsoon their ability to:

Overcome the obstacles and succeed in achieving the project CSFs

Work with high level of uncertainty

Work flexibly outside the normal work boundaries

Co-operate with others for the benefit of the project

Project Scope

It is essential that the project team have a clearunderstanding of what has been agreed bystakeholders to be in the scope and what is outside thescope


29/76

29

Definition Stage

Scope For technical definition consider:

Fit for purpose (which may not be ideal sometimes)

Fastest to manufacture/construct rather than

cheaperReuse of design from existing assets

Modular design

Pre-fabrication of components

Minimization of project scope lean constructionapproach

Reduction in the number of processing steps in amanufacturing plant


30/76

30

Definition Stage (Cont.)

ScopeReduction in the size of the asset

Elimination of non-essential elements of the design

Standardization of layout or repeated units

Standard / off-the-shelf componentsSimplification of design dependencies

Simplification of the build/construct/assembleprocess

Avoidance of innovation/new/untried elements ingeneral

Early identification and ordering of long deliveryitems

Constructability / Operability


31/76

31

Definition Stage (Cont.)

For the Overall Scope also consider:

Achievement of the overall project objectives,

both what is to be done and how it is to beachieved

Whether phased completion would be acceptable

Arrangements for handover and commissioning

Proving and warranty test to be carried out

Definition of beneficial operation / use as the endpoint of the project

Project specific critical success factors


32/76

32

Definition Stage

Project Strategy

It should take into account the same aspects whichwere considered in the concept and developmentstages that include:

Work Breakdown Structure and the ability to spilt the project intorelatively independent parts

Willingness to take early decisions and accept competent solutions

Ability to keep options open until the last responsible moment

Elimination of hold points for the approval of design

Agreement that the project will accept the best decision in light of theinformation available at the time

Acceptance of risk taking, and the impact of each risk

Delegation and empowerment of the team to promote decisions

Early applications of authorization and approvals

Availability of benefits / incentives for all project parties

Opportunities to allocate risk and share rewards


33/76

33

Definition Stage

Project Management Procedures

Planning It is essential that, as the definition evolves, work is scheduled on the

basis of achieving the earliest beneficial use of the finished asset

It is also essential that interactive planning process advocated as a teambuilding activity

Project Process Based on the project organization, the project procedures may be those of

the client, the contractor or one of the other parties

Standard processes need to be modified to accommodate the degree ofoverlap between various stages

Authority to approve modifications should be assigned ASAP

A project risk management system must be set up as part of the projectprocedures

A good system for project documentation is essential


34/76

34

Definition Stage


Project control

Care is needed to ensure that previously rejected ideas are notreintroduced at the definition stage

The use of Value Engineering / Constructability is essential toenhance the decision making process

Project Communications

A good communications system need to be established and

maintainedThis could include: intranet, Extranet, Internet, Chat rooms,

Bulletin Boards, Event Calendars, Data Base, etc.

The greater the level of integration in the sharing and re-use ofinformation the more that the communication system will

support the project and enhance success


35/76

35

Definition Stage


Cost and risk

Cost

Approval of cost will have to be given on a lower level ofdefinition and with a wider tolerance on the estimate if theproject is to proceed unhindered by the supply of funds

A cost estimate to within plus or minus 10% will not beobtained until the end of the design stage

It is recommended that a control estimate should be producedonce all the necessary details are known

During this stage it will be necessary to address the potentialcause of increased cost which may rise


36/76

36

Workshop 1: Risks

List risks associated with the increased level ofoverlap between definition and design stages of

a project.


37/76

37

Solution: Workshop 1

1. Design and construction rework arising from lack offirm definition

2. Additional management effort at peak to control theproject

3. Use of additional resources arising from repeat workand parallel working requiring more than optimalnumber of people

4. Essential additional items to achieve the CSFs which

creep into the scope through lack of firm definition5. Procurement against best/guaranteed delivery rather

than lowest price

6. Additions to equipment orders as details evolve

7. Additional expediting


38/76

38

Solution: Workshop 1

8. Air freighting to speed delivery

9. Incorrect initial material quantities which may give riseto surpluses, or shortages which will need to be

topped up at premium costs10. Additional contingencies being included in quotationsto cover unknown elements where there is no scope

11. High allowances in tender prices to cover penalties fordefaults

12. Overtime and shift working resulting in higher costand loss of productivity

13. Over design vs. waiting for detailed information


39/76

39

Design Stage

Introduction

The main purpose of this stage is to finalize the designrequirements for the project

This stage requires a good understanding of the optionsfor compressing the schedule

It requires the use of the most up-to-date provencomputer aided design

PeopleClarity of objectives

The most elegant design is useless unless it is capable of beingbuilt safely and to time and budget, this has to be fullyunderstood by the project team and senior management


40/76

40

Design Stage

People

Stakeholders The interests of all stakeholders should be kept under review as the

design progress so that interested parties can be kept up to date and

involved at the earliest appropriate stageAlliances

Establishment of a long-term relationship between the companies andteam involved helps to ensure a rapid start-up of the team involvedon the project at each stage

Integrated Team This stage requires the use of single design team incorporating the

expertise of all discipline and involving those responsible forsubsequent stages of the project

The design should be able to be right first time to minimize thenumber and duration of design reviews


41/76

41

Design Stage

Integrated TeamThe team need to be supported with appropriate collaboration

and communication systems

Team members should have clearly identified roles andobjectives to eliminate duplication and inefficiencies

The team members need proper empowerment to promoterapid and effective decision making

Team members should be very competent and experienced inorder to enhance the efficiency of the design

Project ScopeClarity of definition

The problem with some fast track projects is that detaileddesign has to proceed without total clarity of definition

It is a a matter of judgment as to which areas are sufficientlywell defined to proceed without incurring too great risk


42/76

42

Design Stage

Project Scope

Extent of design

The extent of design details need to be defined from thebeginning. Some elements of design has always been left to

contractors on site to complete

There will be no benefit if the easy 95% of the project is fullydetailed and the contractor is left to struggle with the difficult5%

Design can only be based on the best option at the time giveninformation available

Early involvement of contractors and suppliers is essential


43/76

43

Design Stage

Over-design

In the absence of hard information it is necessary to makemore generous allowances than would normally be thecase

The level of the over-design will depend on the extent ofthe un-known, the significance and perhaps the cost of thetime

The design can be based on the maximum expected valuese.g., weight of structure, pressure in system together with

an appropriate safety factor rather than waiting untilprecise values can be calculated.

Example: There maybe little cost difference for the projectas a whole if piling is 30% over-designed or 50% over-designed, but may allow site work to proceed well ahead

before the accurate details of the superstructure can bedetermined.


44/76

44

Design Stage

Design process

The design sequence must be planned to ensure that theschedule needs of construction drive the design processfor the production at the right time of:

Design information

Drawings

Documents

Materials

Equipment

Long lead item data sheets and specifications will need tobe produced out of sequence with the rest of the design.


45/76

45

Design Stage

Design process

Visual appearance and structural design may need to becompromised to achieve the fastest completion

Design option selection may be based on fastest tomanufacture or build rather than lowest cost

Design will overlap with procurement and construction

Design of work packages will be in parallel

By-pass design areas with insufficient information andwork to assumptions put experienced team members towork resolving the issues within the black boxarea

Incorporate constructability to ensure the optimumconstruction productivity

Design holdsmust be minimized as possible

Desi n reviews must be carried out ver thorou hl


46/76

46

Design Stage

Design process

Design freeze

The overlap between definition, design andconstruction means that the number ofunknowns remains higher than in a normalproject while work is proceeding on the

following stageOnly freeze part of the design which then have tobe accepted as constraints on the rest of thedesign

D i St


47/76

47

Design StageStrategy

Simplicity and repetitionReduction in the number of processing steps in a manufacturing

plant

Reduction in the size of the asset

Elimination of non-essential elements of the design (de-scoping)

Standardization of layout or repeated units

Simplification of the build / construct / assemble process

Standard / Reusable / Off-the-shelf-design

Consideration should be given to re-use design of an existing

assetAn existing asset can be used to train both the constructors and

users of the new asset

Base the design of the long delivery items on those that alreadyexist so that material procurement and fabrication can be started

at the earliest possible time.

D i St


48/76

48


ModularizationIf the overall design can be structured as a series of units or

modules then there is the potential to introduce a number ofschedule reduction approaches

Progress separate modules in parallel using separate design teams,

suppliers, construction contractors

Care to identify all the interdependencies between the separatemodules and to ensure that these are taken into account as thedesign progresses.

If a number of the modules can be of similar design then should bepossible to utilize the experience gained on early modules toimprove the efficiency and time

In a process plant design as a number of parallel streams, rather

than a single large stream Smaller and off-the-shelf items

Consider the concept of sub-modules mounted within plant p maybe interchan eable

D i St


49/76

49


Prefabrication / Pre-assemblyManufacture modules off the site and under factory

controlled conditions

Cladding panels complete with windows, external

fittings, internal finishesFully finished air handling units

Skid mounted plant

Fully finished bathrooms

Standardized internal partitioning

Completed, tested, validated pilot/ process plant

Design tools The low technology approach will often be found (on many projects) to be

the quickest to produce results


50/76

50

Design Stage

Project Management Systems and ProceduresPlanning

Planning of the design must be driven by the requirements oflater stages, mostly the construction stage.

Interactive planning which involves all members of the projectteam in problem solving and plan optimization.

Critical Chain project planning methodology has been creditedwith a significant reduction in project duration. Themethodology results in the schedule contingency, which is

normally hidden in the planned duration of each activity, beingremoved from the critical chain of activities and being replacedby a number of buffers of project contingencies that areprovided to protect blocks of activities and are visible to theproject team

D i St


51/76

51

Design StageProject Management Procedures

Project ControlEffective project control is one of the keys to a successful fast

track

It must be a dynamic process with a very short cycle time sothat deviations are recognized and corrected

Design progress measurements should be at the simplest level

Frequent up-dates of measurements / information

Progress information / reports are simple, concise and easilyavailable to relevant people

Monitoring of key trends flogging adverse trends and forecastout-turns that are not in accordance with the scheduleincluding schedule float.

Exception reporting of items not completed to schedule

Progress against deliverables, milestones, CSFs and forecast

out-turns


52/76

52

Design Stage

Project Management ProceduresDesign Approval

To ensure that the client fully understands the detail of theassets being created and does not come up with additional or

alternative requirements during procurement, construction orcommissioning phases, it is necessary to have good designapproval system which includes sign-off by the client.

Approval of the design sub-units that are the responsibilities ofspecialist vendors may need to take place on their premises to

avoid delaysDesign verification

Verification should commence as soon as possible to limit theamount of re-work


53/76

53

Design Stage

Project Management ProceduresChange Control

Effective change control system is essential, but is difficult to enforce dueto the increased risk of rework arising from the overlap of design andconstruction.

Rapid rejection and approval will help to limit rework and minimize theimpact of change

Communications Good verbal communications need to be established between the parties

so decisions are known quickly and design can progress rapidly.

Meetings should be kept to a minimum and focused on decision takingrather than communication of matters purely for interest.

Communications within the team should take place as needed and not berestricted to a meetings timetable

Communications with other parties outside the design team need to bekept up to speed with design details as they evolve

Full use of IT systems for storage and communication of information


54/76

54

Design Stage


Constructability Reviews

The integrated team is best placed to address the

issues which arise from Constructabilityconsiderations as the structure and detailed designare evolving.


55/76

55

Design Stage

Cost and Risk Considerations

The main risks in this stage are of increased cost anddelay due to sub-optimum design or incorrect designresulting in rework

The root cause can be either commencing detaileddesign before a comprehensive and firm definition hasbeen agreed or from the early decision approach wherethere are interdependencies between the elements on

which parallel working is taking place.

Workshop 2: Risks at the


56/76

56

Workshop 2: Risks at the

Design Stage

List the risks associated with increased overlapbetween design and construction stages

List the risks associated with increased overlapbetween design and procurement stages


57/76

57

Workshop 2: Solution

List the risks associated with increased overlapbetween design and construction stagesProduct which is to be manufactured on the plant fails its trials

Failure of innovative designs as a result of putting them into

practice without sufficient development

Failures of innovative methodologies as a result of hasty andinsufficiently considered application

Increased level of rework as a result of:

Lack of firm definition

Omissions as a consequence of out-of-sequence design

Changes to design of fabricated items after delivery to site

Increased whole of life cost due to sub-optimum design

Conflict


58/76

58


List the risks associated with increased overlapbetween design and construction stages

Increased capital cost arising from:

Modularization e.g., extra structural steel, extrajoint/connections, greater precision

Over-design due to judgments based on limited information

Sub-optimum design through the use of standard designs orreuse of existing design

Problem at design and construction discipline interfaces


59/76

59


List the risks associated with increased overlapbetween design and procurement stagesLack of understanding of scope

Design changes requiring revised contract and purchase orders

leading to delays or cost increasesErrors or omissions in purchase of materials or equipment

Reduced certainty of outcome for all project parameters: cost,time, quality, safety

Interdisciplinary design conflicts arising from out of sequence

workingProblems with systems integration

Inappropriate form of contract for those contracts which are let onthe basis of inadequate or incorrect design information

Selection of inappropriate contractors

Inappropriate allocation of risk


60/76

60

Design Stage

Logistics

Design team location

The design team is the center of the project team activities

If the whole project team cannot be located together,

consideration should be given to locate them all togetherthrough the design stage

Access

Arrangements should be made for design team to gain access

to project site as early as possible


61/76

61

Construction Stage

IntroductionManage the additional risksAchieve high productivity from construction work force

Good understanding of options for compressing the schedule

Good risk management and communication system

Coordination among all contractors and suppliers

People

Clarity of objectives

The CSFs and what is expected of site staff in achieving theseCSFs should be communicated to all construction staff

The key performance indicator against which constructionperformance is to be measured should be explained

The interests of the site workforce should be identified

(working arrangements, working periods, flexibility and criticalath activities

C t ti St


62/76

62

Construction Stage

PeopleIntegrated team

Single integrated team with one culture should be carriedthrough to the construction site (it may be difficult with manysuppliers)

Contracts between the parties involved need to be set up topromote integration and co-operation and to enable all partiesto be available as and when demanded by the schedule.

The following elements have been noted as being helpful:

Effective management of the overall team effort

Contractual obligations for all parties to work co-operativelyregardless of direct contractual relationship

Design staff to be based on the construction site

Rapid response from engineering staff not site based

C t ti St


63/76

63

Construction Stage

Integrated team

Vendors available to assist in the erection, site testing andpre-commissioning

Dedicated staff to co-ordinate and expedite permits,clearness, etc.

Commissioning staff used as construction inspectors Client and commissioning staff involved in punch listing of

defects

Project facilitators to deal with hold ups, interface problems

Joint construction and commissioning punch listing team

Punch list rectification squad which is separate from thenormal construction squad to hit critical items whileavoiding disruption to construction progress

Testing as part of the installation process, not subsequentactivity

Construction Stage


64/76

64

Construction Stage

People

Delegation and empowermentAuthorize and empower members of the project team topromote rapid and effective decision taking at thelowest competent level

Necessary numbers and skills must be made available to meetthe demands of the schedule

Supervision ratios may need to be increased

Skilled and experienced staff are employed

Construction team motivation is essential to enhance success

Remove disincentives and provide incentives Schedule is challenging but realistic

Demonstrate management dedication and commitment

Remove underperforming staff from team

Simplify work methods

Avoid non-essential overtime

Supply design information, materials, equipment, support services


65/76

65

Construction Stage

ScopeA clear definition of scope in form of drawings and

specifications, codes, standards and best practices.

Need to now what is required and how to deliver he scope

StrategyConstruction plan

Satisfy conditions for plant commissioning and handover

Provision of agreed documentation to following stages

Pull through of design, materials, equipment, resources

Inclusion of output from Constructability reviews

Utilization of latest proven methods and technical improvements

Detailed planning / control for critical path and special operations

Modularization and off-site fabrication

Locations of site facilities, workshops, etc.

Complete weld preps prior to installation of steelwork/pipes -


66/76

66

Construction Stage

Site contractsNumber and arrangement of contractors should be optimized for speed

of construction

Management and resourcesNumber and skills supplied to meet demands of plan

Competence in required project management and discipline skills

Workforce clocking / accommodation / messing facilities close to workfaces

Materials and equipment

Materials and consumables supplied to ensure no delay throughshortage

Materials management system to supply materials and equipmentsafely and efficiently to the work face

Generous supply of construction equipment, personal protective

Construction, commissioning and operational spares ordered withe ui ment


67/76

67

Construction Stage

Quality assuranceBuild quality in. Do the job right the first time (inspection does

not improve quality)

Systems designed to minimize rework

Ensure that the latest revision is n use and previous issueshave been withdrawn

Access

Good, safe site access

Generous lay-down, storage and work areas for pre-fabrication,

assembly and inspection/testingSafe and unobstructed access to the work face e.g. scaffolding

Maximum use of mobile access devices such as CherryPickers and scissor lifts

Safety, Health and Environment


68/76

68

Construction Stage

Project Management ProceduresPlanning Construction requirements in terms of design, planning approvals,

contracts, materials, equipment services and documentation should be

built into the project plan from the earliest practicable time. Only in this way will it be possible for the preceding stages

(Development, design, procurement) to organize their work so as toproduce constructable design packages and constructable procurementpackages

Construction plan should be based on the requirements for pre-commissioning and commissioning

Keep plan under review throughout the construction period.


69/76

69

Construction Stage

Planning Only the minimum number of essential activities on the critical path

Maximize benefits from prefabricated elements

Plan construction of repetitive units as a manufacturing process

Package work to allow multiple work fronts in parallel

Plan construction sequence so as to meet pre-commissioning andcommissioning needs

Base the schedule on shorter time intervals i.e. days or hours for critical tasks

Site access arrangement

Establishment of site infrastructure

Work permit provision

Resource demands of the schedule recruitment, induction, training Move from area based to process system

Commence construction based on early design information

Key long lead and critical activities

Contingency planning for critical activities

Constructable work packages

Deferment of non-essential items until late in the program


70/76

70

Construction Stage

Project Management ProceduresProject Control

Control must be a dynamic process with very short cycle timeand include the following:

Frequent monitoring of all trends in work progress

Frequent monitoring of changes

The use of simple progress indicator graphs (S-curve) on a daily basis

Simple progress reports and easily available to relevant people

Exception reporting of items not completed to scheduled

Progress against deliverables, milestones, etc.

Earned Value measurement

Change Control Design changes are to be avoided

If design change is essential, implement through change control system

Resist verbal request at all costs


71/76

71

Construction Stage

Project Management ProceduresCommunications

Communications should be:

Simple limited to what is necessary

Pertinent

Timely

Using best available mechanism; face-to-face

Use of IT and 3D design tools to have a clearunderstanding of the product

Enable all parties to work together with an improvedunderstanding of the design intent to avoid delays

arising from misunderstandings and interdisciplinary


72/76

72

Construction Stage

Cost and Risk

Mechanism for controlling costs through efficient use oflabour and materials and the avoidance of reworkincluding rectification of defective work

Strategies to achieve high productivity

Multiple shift or night shift will add to cost

It may be necessary for the client to provide advance

payment to enable contractors to commit materials andresources ASAP.

Balance between risk and reward


73/76

73

Construction Stage

LogisticsDesign support for construction should be located on site

If not possible then effective IT system should be used to improvecommunications and enable marked up drawings to be rapidlytransmitted

Maintain the momentum of the construction site and avoid theneed to move site labour on to less urgent work due to hold ups onthe critical activities

Procurement support should be provided and include: Documentation covering both purchasing transaction and documentation

Good receipt procedures

Inspections requirements

Quarantine of incorrect or defective goods

Storage and conservation

Handling and delivery to the work face

Surpluses Returns of incorrect, defective materials and e ui ment


74/76

74

Key Issues

With Fast TrackControl is redefined from monitoring results to

making things happen

Performance is maximizing value and minimizing wasteat the project level

Value to the client is defined, created and deliveredthroughout the life of the project

Coordinating action through pulling and continuous flowas opposed to traditional schedule driven push with itsover-reliance on central authority and project scheduleto manage resources and coordinate work

Decentralizing decision making through transparency

and empowerment (effective communication)

Key Issues


75/76

75

Key Issues

Key organizational features include leadership, teamworkand trust

The construction requirement is the basis for planning thesupply of design, documentation, materials, equipment and

resources

Providing the wrong goods or service the right way iswaste do the right project before you do the project right

Project control is controlling the project, not just

retrospective monitoring

Good communication are needed to support decisionmaking

Eliminate ineffective time on site activities

Si nificant attention to ro ect with new technolo


76/76

Thank You

Managing Fast Track

Projects: A Guide and

Checklists

fast track project.ppt

Documents

Transcript of fast track project.ppt