11 : Managing the Programme

11 : Managing the Programme to watch the time, and assign things by time, to devote oneself to business and never lose an hour of time Leon Battista Alberti Riding the Project Life-cycle

Managing the Programme • the programme planning hierarchy • the critical path method • resourcing the project • the critical chain method • reducing task duration variability • last planner • programming reciprocal processes • 4D planning Riding the Project Life-cycle

Planning Programme Hierarchy client’s strategic programme tender programme summary programme architects design programme master programme target construction programme parcel documents programme tender restraints programme procurement programme works contractor’s programme contract restraints programme

Critical Path Method • the notion of task dependency • technical • organisational • spatial • a way of thinking about programme Riding the Project Life-cycle

The Critical Path • establishing the network of dependencies • identifying the critical path • the longest path through the network • developing a robust programme • shortest achievable programme • buffering • PERT and Monte Carlo • a critical path with buffers Riding the Project Life-cycle

Critical Path with Buffers FB X FB X PB X FB X X FB X = shared resources FB = feeding buffer PB = project buffer Riding the Project Life-cycle

Resourcing the Project • the infinite resource assumption • the reliance on spot contracts • types of resources • plant • labour • space (the 28m2 rule) • resource levelling • using slack to smooth resources Riding the Project Life-cycle

Limitations of the Critical Path Method • the inverted logic • not applying the rolling wave • an historically orientated control tool • deterministic • client led • difficulties of on-site up-dating • task duration estimates • uncertainty • opportunism Riding the Project Life-cycle

The Critical Chain Method • the theory of constraints • critical chain as the longest path through the resource constrained network • task execution durations • normally distributed • padded by safety time • gaining control over safety time • not punishing overruns • benefiting from your luck • the critical chain Riding the Project Life-cycle

The Theory of Constraints • Identify the constraint • Exploit the constraint • Subordinate to the constraint • Elevate the constraint • Identify the new constraint Riding the Project Life-cycle

Critical Chain with Buffers FB X FB X PB FB X FB X FB X X = shared resources FB = feeding buffer PB = project buffer Riding the Project Life-cycle

Reducing Task Duration Variability • multi-tasking • Parkinson’s law • student syndrome • partnering with the resource bases • shielding production Riding the Project Life-cycle

Shielding Production : Last Planner • managing task execution, not contracts • quality assignments • precedent tasks really completed • resources required really available • a weekly planning cycle • a tactical tool • combining critical chain and last planner Riding the Project Life-cycle

project programme latest start date high duration variability critical path perfunctory task execution elevate the constraint critical chain last planning process quality assignment low duration variability consummate task execution Last Planner and Critical Chain Combined Riding the Project Life-cycle

Programming Reciprocal Processes • assumption of sequential information flows • dependencies • planning problem and reciprocal flows • interdependencies • the dependency structure matrix • identify interdependencies • prioritise the matrix • cluster the interdependent tasks • applying DSM to solving the design problem? • the problem of iterative flows Riding the Project Life-cycle

4D Construction Planning • 3D + t • constructing the product model • advantages • communication • clash detection • disadvantages • constructing the PBS not WBS • initial product model set-up Riding the Project Life-cycle

4D Construction Planning Riding the Project Life-cycle

11 : Managing the Programme