Slide 1 Managing Fast – Tracked Projects: A Review of ECI Report Dr. George Jergeas PEng.
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Transcript of Slide 1 Managing Fast – Tracked Projects: A Review of ECI Report Dr. George Jergeas PEng.
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Slide 1
Managing Fast – Tracked Projects:
A Review of ECI Report
Dr. George Jergeas PEng.
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Slide 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
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Slide 3
■ Introduction
■ Different Project Stages● Concept Stage ● Development Stage● Definition Stage ● Design Stage ● Procurement Stage● Construction Stage ● Commissioning ● Operation Stage
Content
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Slide 4
Introduction
■ Takes place more quickly than normal
■ A difficult and often stressful route to follow
■ Projects ranged from 4 - 36 months● Schedule reduction 10 - 29%● Cost increase 10 - 20%
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Slide 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
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Slide 6
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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Slide 7
■ “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
Definitions
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Slide 8
■ 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
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Slide 9
■ 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/Building and sustaining team● 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
General Principles
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Slide 10
■ 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 inter-dependencies 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 reduction techniques
■ Procurement Strategy● Early selection of subcontractors and vendors
General Principles
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Slide 11
■ Additional Risks● Decisions based on limited information,
cannot always be right first time
● A structured and thorough risk management process needed
General Principles
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Slide 12
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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Slide 13
■ 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
Characteristics that Support Strategy
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Slide 14
■ 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
Characteristics that Support Strategy
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Slide 15
■ 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
Characteristics that Support Strategy
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Slide 16
■ 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
Characteristics that Support Strategy
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Slide 17
■ 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.
Characteristics that Support Strategy