31st International Conference of the TOC Practitioners Alliance - TOCPA www.tocpractice.com
9 March, 2017 – Helsinki, Finland
Lessons learned while implementing CCPM in Construction Engineering companies Nerius Jasinavicius, TOC sprendimai, Lithuania 9 March, 2017
Nerius Jasinavicius
• • • • •
Founder of TOC sprendimai Founding Member of TOCPA Consultant for unique clients TOCICO certified SC, TP Certified Management Consultant (ICMCI)
[email protected] www.TOC.lt
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Companies
Presentation is based on resent work with 3 construction engineering companies • 15 employees (11 engineers) • 48 employees (40 engineers) • 250 employees (200+ engineers)
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Typical Construction environment • • • • • • • •
Lots of stakeholders High degree of uncertainty Delays Chaotic project meetings on sites Big staff turnover Waves of activities Looks like nobody keeps promises Distrust (Not-Me mentality) • Clients look for the ways not to pay • Very low cooperation between client, architects and contractors
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31st International Conference of the TOC Practitioners Alliance - TOCPA
As a result • Being late is normal, just after signing the contract (or even before) Project manages starts to look for legitimate excuses • “We manage excuses not the project time” • Project plans are for contracts and clients • As it is highly regulated, therefore no internal standards • Promises are given (by sales people) in order to please the clients (without evaluating real project plan and resource loading) • Often tasks are started without full-kit, just to be working • Multi-tasking is everywhere www.tocpractice.com
31st International Conference of the TOC Practitioners Alliance - TOCPA
Project planning
• Planning is not a competence or skill of an individual • Planning should become a system designed to produce predictable work flow and rapid learning in executions of the projects • Project plans are not built as a tool for managing projects
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31st International Conference of the TOC Practitioners Alliance - TOCPA
What is necessary for engineering project plan • We know what is the final product/result • Deliverables (what should be delivered to the client) • We know what is necessary for the final product/result and for each task • Information • Decisions • We know when and where we need clients input (decisions) • We agree with the client on input and decision points
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Do we know what is the final product/result ? • The answer was Kind of … • Strangely, but there is no standard check list for deliverables – “It is stated in the law” • Let’s spend some time on really understanding what should be the result • We need to renegotiate/agree it with the client
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Task description
Pred. tasks No Suc. Tasks Task name Outputs Inputs
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Do we know what is necessary for the final product/result ? • Now we know the final product, let’s build PERT • We cannot have all the specifications now • Do we need to know it now ? • Detailed plan dilemma
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Building project networks
• Project managers do not know how to do it • Project managers do not have time and disciple to do it • Somebody needs to sit with them to build first project networks with Project managers • There are so many aha moments during network building process • They really enjoy the result
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Building project networks
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Task durations
• Let them (project managers) assume that they will get the best resource • Press them for aggressive durations
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31st International Conference of the TOC Practitioners Alliance - TOCPA
First Critical Chain Schedule • It is always much longer than promised date • Check durations of the tasks • Check the resources assigned to the project • Maybe some tasks can be delegated to other (not the best) resources • Renegotiate with the client (or start collecting excuses) www.tocpractice.com
31st International Conference of the TOC Practitioners Alliance - TOCPA
Execution • Enforcing Full-kit rule • Resource can be idle (even if we are late) • Doing something does not help the project (if plan is good) • Multi-tasking • Uninterrupted hours report • Daily progress reporting • Explaining to resources why ? • Expected resource loading monitoring
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Daily progress control
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Typical Construction environment
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31st International Conference of the TOC Practitioners Alliance - TOCPA
Lessons learned • Planning should become the system (not just skills) • Project network building is new concept for most Project managers • Templates should be created • Check lists of deliverables (and inputs) should be created • If you do not enforce Full-kit rule, it is impossible to reduce multitasking • Have special sessions with sales people, as “it is really hard to lie, when you know for sure you are lying”
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31st International Conference of the TOC Practitioners Alliance - TOCPA
