© graham m winch riding the project life-cycle1 11 : managing the programme to watch the time, and...

Riding the Project Life-cycle 1© Graham M Winch

11 : Managing the Programme

to watch the time, and assign things by time, to devote oneself to business and never lose an

hour of timeLeon Battista Alberti


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

3© Graham M Winch

Planning Programme Hierarchy

tender programmeclient’s strategic

programme

summary programme

architects design programme

master programme

target construction programme

tender restraints programme

works contractor’s programme

parcel documents programme

procurement programme

contract restraints programme


Critical Path Method

• the notion of task dependency– technical– organisational– spatial

• a way of thinking about programme


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© Graham M Winch

Critical Path with Buffers

X

FB

PB

X = shared resourcesFB = feeding bufferPB = project buffer

X

X

X

FB

FB

FBX


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


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


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


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© Graham M Winch

Critical Chain with Buffers

X

FB

PB

X = shared resourcesFB = feeding bufferPB = project buffer

X

X

X

FB

FB

FB X

FB


Reducing Task Duration Variability

• multi-tasking• Parkinson’s law• student syndrome • partnering with the resource bases• shielding production


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


Last Planner and Critical Chain Combined

projectprogramme

criticalpath

qualityassignment

low duration

variability

elevatethe

constraint

latest start date

consummatetask

execution

last planning process

criticalchain

perfunctorytask

execution

highduration

variability


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


4D Construction Planning

• 3D + t• constructing the product model• advantages

– communication– clash detection

• disadvantages – constructing the PBS not WBS– initial product model set-up


4D Construction Planning

© graham m winch riding the project life-cycle1 11 : managing the programme to watch the time, and...

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