Transcript Managing Fast Track Projects:

Managing Fast Track
Projects: A Guide and
Checklists
Dr. George Jergeas PEng
University of Calgary
Project Management Specialization
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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
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Agenda
Introduction
Different Project Stages
Concept Stage *
Development Stage
Definition Stage *
Design Stage *
Procurement Stage
Construction Stage *
Commissioning
Operation Stage
Key Issues
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Introduction
Takes place more quickly than normal
A difficult and often stressful route to follow
There is no boundary between a normal project
and a fast track project
Projects ranged from 4 - 36 months
Schedule reduction 10 - 29%
Cost increase 10 - 20%
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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
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Objectives
To assist who are considering a fast track to
make the right decisions
To help implement fast track strategy
successfully
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Key Success factors
The calibre of individuals and their working
relationships
The adequacy of the definition of the project
Strategy adopted and systems for
implementation
The passion to succeed on the part of key
participants
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Definitions
 “A managerial approach to the achievement of early
project delivery, involving the application of innovations
in the management of construction procurement and
recent advances in the process that, bringing into play;
The integration of construction and design phases
The involvement of the contractor in both the design and
construction phases
Overlapping of work packages to enable construction of sections
of the project to proceed while the design for other sections is
being progressed
The employment of the expertise of suppliers in design and
construction
Kwakye, 1991
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Definitions
 “Design and construction are overlapped and different
sections of the plant are designed and built in parallel
with significant additional risk due to the links
between the design of different parts of the plant”
Turner, 1996
 The reduction of the the schedule to the minimum
practicable is the principal driving force for one or more
stages of the project
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Fast Track Project
Normal Project
Project Stages
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General Principles
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
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General Principles
 Integrated Project Team
Main parties are combined into a single organization
and participate to the limit of their capability in
achieving the project objectives
Partnering
Benefits
Availability of additional expertise
Avoiding learning curve errors
Reduction in the overall workload
Commitment to the project definition and schedule
Design and construction developed together
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General Principles
 Additional Staff
More labour will be needed at peak period as a
consequence of scheduling activities in parallel
More management resource will be needed to deal
with interface and progress issues arising from interdependencies between disciplines and between
design, procurement and construction
Schedule Reduction Techniques
Project must be managed in an efficient manner
making full use of project management and schedule
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reduction techniques
General Principles
 Additional Risks
Decisions based on limited information,
cannot always be right first time
A structured and thorough risk management
process needed
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Advantages vs. Disadvantages
 Advantages
Time to market
Commercial benefits
Short schedule (at least 10%)
Reduce time period for risk exposure
Disadvantages
Additional risk factors, very limited alternatives
Increased amount of PM, control, etc.
Cost increase (at least 10 – 20%)
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Characteristics that Support
Strategy
Ownership
Client support
Project sponsor or champion
Stakeholder support and commitment
Organization
Project team needs to be simple, clear and devoid of
rigid hierarchy
If parent organization has a functional matrix
structure, the functional line must be subordinate to
the project management (task) line for the duration of
the project team
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Characteristics that Support
Strategy
Desirable Team Characteristics
Honesty - Openness - Trust
Anticipation and avoidance of issues rather than
waiting for them to turn into problems
Mutual support - issue resolution, coaching
No blame culture
Access to all parties, no communication barriers
Lean organization, which aids communications and
speeds decision taking
Full time members
Authorized and empowered team members
Decision making on the spot without referring
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Characteristics that Support
Strategy
People and Relationships
Technical competence
Decisiveness - self starter - can do - flexibility
Ability to forecast outcome and act accordingly
See the big picture
Willing to collaborate
Enthusiasm
Strong leadership
Managerial competence
Openness
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Characteristics that Support
Strategy
Motivation
Create a team culture that avoid de-motivation of
individuals who are keen to succeed, but are prevented
by the organization, procedures,…..
Working part of a team, working equally hard and
supporting each other
Appoint key positions to individuals known to be good
motivators
Early identification and removal of under-performing
individuals
Team building and partnering sessions
Incentive/penalty clauses
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Characteristics that Support
Strategy
Contractual arrangements
Achieve win-win situation
Pre-selected, preferred contractor
Reimbursable basis, with incentives
Lump-sum can also be used
Partnering
Up front agreement for payment for changes
and extras
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Characteristics that Support
Strategy
Communications
More informal communication - face-to-face
Barriers should be removed - information
flows directly between the parties regardless of
parent organization and level of hierarchy
Responsibility for communication lies with the
individual who has made a decision
Frequency and progress meetings
Frequent and concise reporting
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Concept Stage
Introduction
• Time to establish the concept is NOT
recoverable
• The opportunity to influence the
outcome falls off rapidly
People
• Stakeholders (ALL Should be identified)
• Integrated Team (Sponsor, Project
Manager & Senior Managers from
different key players)
• Qualified personnel and motivated
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Concept Stage
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 early
completion significantly and outweigh
risks
• Contract strategy addressed and
outlined
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Concept Stage
Business and PM Systems
Business Planning
process for weeding out poor projects
A smooth transition from business process to PM process
Stage gates process
Communications
Rapid transmission of information
IT systems
Publicity needs to be controlled
Risk Management
Cost and Risk
Determination of cost is difficult
Limited industry information on fast track projects
As accurate as possible estimate to help in the decision to
adopt a fast track strategy
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Concept Stage
Logistics
 Consideration to location of new asset in relation to:
Location of customers
Source and availability of feedstocks, component parts
Supply routes
Transport security and cost of supply and products
Existing assets
Workforce skills and availability
 Also should consider:
Locations of parties involved
Client site - design office - contractor - contractors
and sub-contractor - suppliers
Sources of construction equipment - material - supply routes and
methods - Site access and controls
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Definition Stage
Introduction
Lack of adequate definition has arguably been
responsible for more project failures
Expenditure of 25% of the total design effort
Design will need to be progressed on those
elements of the definition that are sufficiently
secure in order to feed information to construction
at the earliest practicable time…
Quality of project definition is very often a casualty,
with the potential for overruns of cost & time
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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 the
decision 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
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Definition Stage
People
Suitably qualified and experienced personnel
The team should not be selected only on their
technical and managerial competencies… but also
on 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 clear
understanding of what has been agreed by
stakeholders to be in the scope and what is outside the
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scope
Definition Stage
Scope
 For technical definition consider:
Fit for purpose (which may not be ideal sometimes)
Fastest to manufacture/construct rather than
cheaper
Reuse of design from existing assets
Modular design
Pre-fabrication of components
Minimization of project scope – lean construction
approach
Reduction in the number of processing steps in a
manufacturing plant
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Definition Stage (Cont.)
Scope
Reduction in the size of the asset
Elimination of non-essential elements of the design
Standardization of layout or repeated units
Standard / off-the-shelf components
Simplification of design dependencies
Simplification of the build/construct/assemble
process
Avoidance of innovation/new/untried elements in
general
Early identification and ordering of long delivery
items
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Constructability / Operability
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 be
achieved
 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 end
point of the project
 Project specific critical success factors
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Definition Stage
Project Strategy
It should take into account the same aspects which
were considered in the concept and development
stages that include:
• Work Breakdown Structure and the ability to spilt the project into
relatively 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 the
information 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
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• Opportunities to allocate risk and share rewards
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 team
building 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 of
overlap between various stages
• Authority to approve modifications should be assigned ASAP
• A project risk management system must be set up as part of the project
procedures
• A good system for project documentation is essential
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Definition Stage
Project Management Procedures
Project control
Care is needed to ensure that previously rejected ideas are not
reintroduced at the definition stage
The use of Value Engineering / Constructability is essential to
enhance the decision making process
Project Communications
A good communications system need to be established and
maintained
This 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 of
information the more that the communication system will
support the project and enhance success
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Definition Stage
Project Management Procedures
Cost and risk
Cost
Approval of cost will have to be given on a lower level of
definition and with a wider tolerance on the estimate if the
project is to proceed unhindered by the supply of funds
A cost estimate to within plus or minus 10% will not be
obtained until the end of the design stage
It is recommended that a control estimate should be produced
once all the necessary details are known
During this stage it will be necessary to address the potential
cause of increased cost which may rise
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Workshop 1: Risks
List risks associated with the increased level of
overlap between definition and design stages of
a project.
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Solution: Workshop 1
1.
2.
3.
4.
5.
6.
7.
Design and construction rework arising from lack of
firm definition
Additional management effort at peak to control the
project
Use of additional resources arising from repeat work
and parallel working requiring more than optimal
number of people
Essential additional items to achieve the CSFs which
creep into the scope through lack of firm definition
Procurement against best/guaranteed delivery rather
than lowest price
Additions to equipment orders as details evolve
Additional expediting
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Solution: Workshop 1
8.
9.
10.
11.
12.
13.
Air freighting to speed delivery
Incorrect initial material quantities which may give rise
to surpluses, or shortages which will need to be
topped up at premium costs
Additional contingencies being included in quotations
to cover unknown elements where there is no scope
High allowances in tender prices to cover penalties for
defaults
Overtime and shift working resulting in higher cost
and loss of productivity
Over design vs. waiting for detailed information
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Design Stage
Introduction
The main purpose of this stage is to finalize the design
requirements for the project
This stage requires a good understanding of the options
for compressing the schedule
It requires the use of the most up-to-date proven
computer aided design
People
Clarity of objectives
The most elegant design is useless unless it is capable of being
built safely and to time and budget, this has to be fully
understood by the project team and senior management
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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 stage
Alliances
– Establishment of a long-term relationship between the companies and
team involved helps to ensure a rapid start-up of the team involved
on 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 for
subsequent stages of the project
– The design should be able to be “right first time” to minimize the
number and duration of design reviews
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Design Stage
Integrated Team
The team need to be supported with appropriate collaboration
and communication systems
Team members should have clearly identified roles and
objectives to eliminate duplication and inefficiencies
The team members need proper empowerment to promote
rapid and effective decision making
Team members should be very competent and experienced in
order to enhance the efficiency of the design
Project Scope
Clarity of definition
The problem with some fast track projects is that detailed
design has to proceed without total clarity of definition
It is a a matter of judgment as to which areas are sufficiently
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well defined to proceed without incurring too great risk
Design Stage
Project Scope
Extent of design
The extent of design details need to be defined from the
beginning. 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 fully
detailed and the contractor is left to struggle with the difficult
5%
Design can only be based on the best option at the time given
information available
Early involvement of contractors and suppliers is essential
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Design Stage
Over-design
In the absence of hard information it is necessary to make
more generous allowances than would normally be the
case
The level of the over-design will depend on the extent of
the un-known, the significance and perhaps the cost of the
time
The design can be based on the maximum expected values
e.g., weight of structure, pressure in system together with
an appropriate safety factor rather than waiting until
precise values can be calculated.
Example: There maybe little cost difference for the project
as a whole if piling is 30% over-designed or 50% overdesigned, but may allow site work to proceed well ahead
before the accurate details of the superstructure can be
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determined.
Design Stage
Design process
The design sequence must be planned to ensure that the
schedule needs of construction drive the design process
for the production at the right time of:
Design information
Drawings
Documents
Materials
Equipment
Long lead item data sheets and specifications will need to
be produced out of sequence with the rest of the design.
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Design Stage
Design process
Visual appearance and structural design may need to be
compromised to achieve the fastest completion
Design option selection may be based on fastest to
manufacture 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 and
work to assumptions – put experienced team members to
work resolving the issues within the black box area
Incorporate constructability to ensure the optimum
construction productivity
Design holds must be minimized as possible
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Design reviews must be carried out very thoroughly
Design Stage
Design process
Design freeze
The overlap between definition, design and
construction means that the number of
unknowns remains higher than in a normal
project while work is proceeding on the
following stage
Only freeze part of the design which then have to
be accepted as constraints on the rest of the
design
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Design Stage
Strategy
Simplicity and repetition
Reduction 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
asset
An 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 already
exist so that material procurement and fabrication can be started
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at the earliest possible time.
Design Stage
Strategy
Modularization
If the overall design can be structured as a series of units or
modules then there is the potential to introduce a number of
schedule reduction approaches
Progress separate modules in parallel using separate design teams,
suppliers, construction contractors …
Care to identify all the interdependencies between the separate
modules and to ensure that these are taken into account as the
design progresses.
If a number of the modules can be of similar design then should be
possible to utilize the experience gained on early modules to
improve 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 may
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be interchangeable
Design Stage
Strategy
Prefabrication / Pre-assembly
Manufacture modules off the site and under factory
controlled conditions
Cladding panels complete with windows, external
fittings, internal finishes
Fully 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
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the quickest to produce results
Design Stage
Project Management Systems and Procedures
Planning
Planning of the design must be driven by the requirements of
later stages, mostly the construction stage.
Interactive planning which involves all members of the project
team in problem solving and plan optimization.
Critical Chain project planning methodology has been credited
with a significant reduction in project duration. The
methodology results in the schedule contingency, which is
normally hidden in the planned duration of each activity, being
removed from the critical chain of activities and being replaced
by a number of buffers of project contingencies that are
provided to protect blocks of activities and are visible to the
project team
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Design Stage
Project Management Procedures
Project Control
Effective project control is one of the keys to a successful fast
track
It must be a dynamic process with a very short cycle time so
that 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 easily
available to relevant people
Monitoring of key trends – flogging adverse trends and forecast
out-turns that are not in accordance with the schedule –
including schedule float.
Exception reporting of items not completed to schedule
Progress against deliverables, milestones, CSFs and forecast
out-turns
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Design Stage
Project Management Procedures
Design Approval
To ensure that the client fully understands the detail of the
assets being created and does not come up with additional or
alternative requirements during procurement, construction or
commissioning phases, it is necessary to have good design
approval system which includes sign-off by the client.
Approval of the design sub-units that are the responsibilities of
specialist vendors may need to take place on their premises to
avoid delays
Design verification
Verification should commence as soon as possible to limit the
amount of re-work
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Design Stage
Project Management Procedures
Change Control
• Effective change control system is essential, but is difficult to enforce due
to the increased risk of rework arising from the overlap of design and
construction.
• Rapid rejection and approval will help to limit rework and minimize the
impact 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 taking
rather than communication of matters purely for interest.
• Communications within the team should take place as needed and not be
restricted to a meetings timetable
• Communications with other parties outside the design team need to be
kept up to speed with design details as they evolve
• Full use of IT systems for storage and communication of information 53
Design Stage
Project Management Procedures
Constructability Reviews
The integrated team is best placed to address the
issues which arise from Constructability
considerations as the structure and detailed design
are evolving.
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Design Stage
Cost and Risk Considerations
The main risks in this stage are of increased cost and
delay due to sub-optimum design or incorrect design
resulting in rework
The root cause can be either commencing detailed
design before a comprehensive and firm definition has
been agreed or from the early decision approach where
there are interdependencies between the elements on
which parallel working is taking place.
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Workshop 2: Risks at the
Design Stage
List the risks associated with increased overlap
between design and construction stages
List the risks associated with increased overlap
between design and procurement stages
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Workshop 2: Solution
List the risks associated with increased overlap
between design and construction stages
Product 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 and
insufficiently 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
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Workshop 2: Solution
List the risks associated with increased overlap
between design and construction stages
Increased capital cost arising from:
Modularization e.g., extra structural steel, extra
joint/connections, greater precision
Over-design due to judgments based on limited information
Sub-optimum design through the use of standard designs or
reuse of existing design
Problem at design and construction discipline interfaces
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Workshop 2: Solution
List the risks associated with increased overlap
between design and procurement stages
Lack of understanding of scope
Design changes requiring revised contract and purchase orders
leading to delays or cost increases
Errors 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
working
Problems with systems integration
Inappropriate form of contract for those contracts which are let on
the basis of inadequate or incorrect design information
Selection of inappropriate contractors
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Inappropriate allocation of risk
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 together
through the design stage
Access
Arrangements should be made for design team to gain access
to project site as early as possible
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Construction Stage
Introduction
Manage the additional risks
Achieve 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 these
CSFs should be communicated to all construction staff
The key performance indicator against which construction
performance is to be measured should be explained
The interests of the site workforce should be identified
(working arrangements, working periods, flexibility and critical
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path activities)
Construction Stage
People
Integrated team
Single integrated team with one culture should be carried
through to the construction site (it may be difficult with many
suppliers)
Contracts between the parties involved need to be set up to
promote integration and co-operation and to enable all parties
to 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-operatively
regardless of direct contractual relationship
• Design staff to be based on the construction site
• Rapid response from engineering staff not site based
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Construction Stage
Integrated team
• Vendors available to assist in the erection, site testing and
pre-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 the
normal construction squad to hit critical items while
avoiding disruption to construction progress
• Testing as part of the installation process, not subsequent
activity
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Construction Stage
People
Delegation and empowerment
Authorize and empower members of the project team to
promote rapid and effective decision taking at the
lowest competent level
Necessary numbers and skills must be made available to meet
the 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
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– Supply design information, materials, equipment, support services
Construction Stage
Scope
A 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
Strategy
Construction plan
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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
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Construction Stage
Site contracts
Number and arrangement of contractors should be optimized for speed
of construction
Management and resources
Number and skills supplied to meet demands of plan
Competence in required project management and discipline skills
Workforce clocking / accommodation / messing facilities close to work
faces
Materials and equipment
Materials and consumables supplied to ensure no delay through
shortage
Materials management system to supply materials and equipment
safely and efficiently to the work face
Generous supply of construction equipment, personal protective
Construction, commissioning and operational spares ordered with 66
equipment
Construction Stage
Quality assurance
Build 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 issues
have been withdrawn
Access
Good, safe site access
Generous lay-down, storage and work areas for pre-fabrication,
assembly and inspection/testing
Safe and unobstructed access to the work face e.g. scaffolding
Maximum use of mobile access devices such as “Cherry
Pickers” and scissor lifts
Safety, Health and Environment
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Construction Stage
Project Management Procedures
Planning
 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 to
produce constructable design packages and constructable procurement
packages
 Construction plan should be based on the requirements for precommissioning and commissioning
 Keep plan under review throughout the construction period.
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Construction Stage
Planning
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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 and
commissioning 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
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Deferment of non-essential items until late in the program
Construction Stage
Project Management Procedures
Project Control
Control must be a dynamic process with very short cycle time
and include the following:
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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
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Construction Stage
Project Management Procedures
Communications
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 clear
understanding of the product
Enable all parties to work together with an improved
understanding of the design intent to avoid delays
arising from misunderstandings and interdisciplinary 71
Construction Stage
Cost and Risk
Mechanism for controlling costs through efficient use of
labour and materials and the avoidance of rework
including 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 and
resources ASAP.
Balance between risk and reward
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Construction Stage
Logistics
Design support for construction should be located on site
If not possible then effective IT system should be used to improve
communications and enable marked up drawings to be rapidly
transmitted
Maintain the momentum of the construction site and avoid the
need to move site labour on to less urgent work due to hold ups on
the critical activities
Procurement support should be provided and include:
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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
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Returns of incorrect, defective materials and equipment
Key Issues
With Fast Track
Control is redefined from “monitoring results” to
“making things happen”
Performance is maximizing value and minimizing waste
at the project level
Value to the client is defined, created and delivered
throughout the life of the project
Coordinating action through pulling and continuous flow
as opposed to traditional schedule driven push with its
over-reliance on central authority and project schedule
to manage resources and coordinate work
Decentralizing decision making through transparency
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and empowerment (effective communication)
Key Issues
Key organizational features include leadership, teamwork
and trust
The construction requirement is the basis for planning the
supply of design, documentation, materials, equipment and
resources
Providing the wrong goods or service the right way is
waste “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 decision
making
Eliminate ineffective time on site activities
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Significant attention to project with new technology
Managing Fast Track
Projects: A Guide and
Checklists
Thank You
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