Managing Fast Track Projects: A Guide and Checklists

Dr. George Jergeas PEng University of Calgary Project Management Specialization

1

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
2

Agenda
Introduction Different Project Stages
Concept Stage * Development Stage Definition Stage * Design Stage * Procurement Stage Construction Stage * Commissioning Operation Stage

Key Issues
3

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%

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

5

Objectives
To assist who are considering a fast track to make the right decisions To help implement fast track strategy successfully

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
7

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
8

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

Project Stages

Fast Track Project Normal Project

10

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

11

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
12

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 13 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

14

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%)
15

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
16

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

17

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
18

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
19

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
20

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
21

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

22

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

23

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 Rapid transmission of information IT systems Publicity needs to be controlled

Communications

Cost and Risk

Risk Management

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

24

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 Locations of parties involved

Also should consider:

Sources of construction equipment - material - supply routes and methods - Site access and controls
25

Client site - design office - contractor - contractors and sub-contractor - suppliers

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
26

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 27

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 28 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
29

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 30 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
31

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 32 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
33

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 34

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
35

Workshop 1: Risks
List risks associated with the increased level of overlap between definition and design stages of a project.

36

Solution: Workshop 1
1. 2. 3. 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

4. 5. 6. 7.

37

Solution: Workshop 1
8. 9. 10. 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
38

11.
12.

13.

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
39

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
40

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 41 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

42

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 43 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.
44

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 45 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
46

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 47 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 48 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 49 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
50

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 51

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
52

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.

54

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.

55

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

56

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

57

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

58

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 59 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

60

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 61 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
62

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
63

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 64 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
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

65

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

67

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.

68

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 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 69 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:
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
70

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
72

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:
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 73 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 74 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 75 Significant attention to project with new technology

Managing Fast Track Projects: A Guide and Checklists

Thank You
76