D31PS
Project Management:
Strategical Issues
PRODUCTION
CONSTRUCTION
CRAFT
Traditional
(C.P.M.)
the current state
Eliminate WASTE
Kaizen
Process Mapping
DRIVERS for CHANGE
What type of production
is construction ?
BRIEF
POOR
PERFORMANCE
MASS
LEAN
RE-ENGINEER
IMPROVEMENT
Flow Management
Shielding
Last Planner
Performance measurement
Lagging ind.
Leading ind.
Benchmarking
OPERATIONAL
The role of
P.M.
STRATEGIC
VISION
Leadership
S.C.M.
Politics
Upward Management
Stakeholders
Partnering
UNIT 1
CURRENT STATE
Separate design & construction process
Architects rule
Competitive tendering
Old craft culture
Fragmentation
Temporary teams
Whole life-cycle is out of consideration
Focus on customer is limited
Price before production
POOR
PERFORMANCE
Clients
Supply teams
Profits
Reputation
Innovation
DRIVERS
Commitment leadership
Commitment to people
Focus on customer
Process/Team integration
Quality driven agenda
Health & Safety
Sustainability
IMPROVEMENT
Re-think
Re-engineer
Radical
CONSTRUCTION
INDUSTRY
Measure performance
Working conditions
Training
Design integration
Standardization
Technology
R&D, Innovation
Partnership & alliance
Regulations
Reduce tendering reliance
Sustainability
Health & Safety
UNIT 2
PRODUCTION
CRAFT
Entire process
MASS
Task break-down
Standardization
Cost of unit reduction
Product Selection
Idea generation
Screen / Select
Preliminary design
Product Design
Prototype testing
Final design
Transformation
System
selection/design
Production
LEAN
Market
Commercialization
Modularity
Continuous process
Flow shops
Job shops
Project
Cellular shop
UNIT 3
LEAN
PRODUCTION
PRINCIPLES
Eliminate WASTE
Specify VALUE
Identify VALUE STREAM
(for the Customer)
Pursue PERFECTION
Eliminate Variation
Cellular production
Concurrent Engineering
Partnering & SCM
Right-first-time
Kaizen
(Process)
Keep CONTINUOUS FLOW
Customer PULLS VALUE
7 MUDA
Over-production
Waiting
Transportation
Inappropriate process (Poka Yoke)
Unnecessary inventory (JIT)
Unnecessary movement (ergonomic)
Defects
CONSTRUCTION
is a
COMPLEX
UNIT 3
Dynamic
Non-linear
Turbulent
Unpredictable
Conversion Process
Input Output
decompose tasks
minimize cost
type of
PRODUCTION
Flow Process
Value generation
Waste reduction
Value maximization
Customer
ROOTED IN PLACE
under conditions of
FIXED POSITION
MANUFACTURING
Fabrication & Assembly
of a UNIQUE PRODUCT
by a
TEMPORARY
TEAM
Quality
Resource competition
Limited team-building
Different objectives & targets
Design - Construction
UNIT 4
Identify non-value adding activities
PROCESS
MAPPING
Standardized Processes
RIBA
BAA
BPF
Process Protocol
NPD
Production Theory
IMPLICIT
Construction
Linear sequential
Stage Gate
Parallel - Overlapping
Typology view
Incremental
Modular
Architectural
System
Radical
Firm view
Top Down
Bottom - Up
Innovation
UNIT 4
First Run Studies
Value adding activities
(improvement)
Non-value adding activities
(necessary waste)
Value Stream Mapping
LEAN THINKING
TOOLS
Kaizen (incremental & continuous)
Visual Management
Non-value adding activities
(pure waste)
vs.
7 MUDA
Kanban
Poka Yoke
6-S
SEIRI
(segregate & discard)
SEITON
(things in order)
SEISO
(clean up)
SEIKETSU
(personal neatness)
SHITSUKE
(discipline)
SAFETY
UNIT 4
TRADITIONAL
PLANNING
C.P.M.
Increase speed of tasks
QUICKNESS
Overlap tasks (fasttrack)
Reduce tasks (pre-assembly)
Control focused
Neglects improvement
Underestimation
Overestimation
Emphasis on what and NOT on why
Measurement of performance
Incapable to deal with complexity
Hidden relationship among supply chain
Task delays
UNIT 4
U/S
FLOW
MANAGEMENT
SHIELD Production
D/S
Stabilize work environment
Improve
Performance
Replace
Physical buffers
with
Planning buffers
Last Planner
Reduce
Uncertainty / Variation
Compensate different rates of supply and use between activities
Compensate uncertainty (inflow variation)
Allow differing work sequences
Limit buffers to minimum
Measure
Performance
PULL vs. PUSH
Objectives
Inputs
SHOULD
Plan failure
Execution failure
[P.P.C.]
ADJUSTED
SHOULD
WILL
DID
Status
Forecasts
CAN
Last Planner
Execute
Resources
Leading indicators
(non-financial)
SYSTEMS
(firms)
BSC
Performance Matrix
Internal
BENCHMARKING
process
learning
non-cost
PERFORMANCE
MEASUREMENT
FRAMEWORKS
(generic)
customer
internal
UNIT 5
external
cost
Lagging indicators
(financial)
financial
Competitive
Results Determinants
External
Browns Process Metrics
Determine WHAT to measure
Input Process Output Outcome
Performance Pyramid
Collect DATA
EFQM
Enablers Results
Select BEST-in-class
Construction KPIs
COMPARE
PLAN for improvement
ACT & MONITOR
RECALIBRATE
DESIGN
Company objectives
Set of measures and matrix development
Instill measurement into management thinking
STRATEGIC
PROJECT
MANAGEMENT
GENERIC
OPERATIONAL
Systems
Tools
Processes
Process
UNIT 6
Time
Plan
Monitor
Control
Quality
Effectiveness
Efficiency
Productivity
Profitability
Innovation
Work Life
Quality of
Product
Innovation
Quality of
Product
Single multiattribute
measure
CLIENT
Expectations
Efficiency
Cost
Quality
Flawed Concept
Insufficient Techniques
Strategy Implementation
CONTRACT
Value
Influence
Productivity
Management
Administration
Co-ordination
Direct
Effectiveness
Time
Cost
Quality
(soft data)
Product
FAILURE
Organization
Integration
Quantity
(hard data)
CONSTRUCTION
PERFORMANCE
Systems
Tools
Processes
Indirect
P.M.
UNIT 7
Support
Allies
Respect
Authority
Resources
Opponents
Bed-fellows
Project
Participants
Influence
Power
Upward
Management
P.M.
Superiors
Fence-sitters
Adversaries
Authority
Reward
Punishment
Expert
Referent
Plan
Monitor
Control
Visibility
Priority
Accessibility
Credibility
P1
P2
Expertise
Project support
Work challenge
Openness
Involvement
Involvement
Openness
Project performance
Project performance
Hierarchy
Joint Venture
New entity
Equity shares
Alliance
Share
Co-development
Exchange
No equity shares
Partnering
VISION
Services
Products
Technology
LEADERSHIP
PROJECT
MANAGEMENT
Supply Chain
Partnering
Partnering
(Strategic alliance)
Contractor
Client
Client
Contractor
Contractor
Subcontractor
Supplier
Manufactu
rer
Designer
UNIT 8
