the ultimate review of construction project management methodologies

The Ultimate Review of Construction Project Management Methodologies

Waterfall, or Traditional Project Management

Waterfall is the most common form of construction project management techniques, alternatively known as traditional project management.

This technique involves clear milestones between each task– set due dates, deliverables, and client expectations organized on a timeline.

This kind of project management works best for sequential projects.

James Fisher, Jonas Construction

“Much like an actual waterfall, the workflow process will move downhill towards completion; think of each stage of phase of completion as its own tier or level that the “water” or completion must completely flow over before dropping down to the next.”

James Fisher, Jonas Construction

“One of the main pros to the waterfall methodology is that it allows a team to focus the whole of their attention on each aspect allowing developers to ensure high quality development at each stage.It also helps prevent small details from being overlooked and can prevent compatibility issues later on in implementation.”

James Fisher, Jonas Construction

“This, however, can elongate the completion process, by preventing builders from moving ahead on certain items, while waiting for other independent ones to be finished. The waterfall methodology can also severely limit customer feedback and input throughout the completion process.”

James Fisher, Jonas Construction

Waterfall, or Traditional Project Management

Agile takes the flexibility of agile software development and applies it to construction.

Construction can be a complex process where some flexibility is required- for example, in accessing a site, or using certain materials.

Agile construction management helps by:

• Breaking down the project delivery into smaller, more manageable parts• Focusing on time management, and regular, frequent reviews•Opening the door to continual improvement

James Fisher, Jonas Construction

“At Jonas Construction Software we take an updated approach to the waterfall methodology… by compartmentalizing our development process we are able to reduce the time to completion.”

James Fisher, Jonas Construction

“Think of a pool of water at the top of a hill, feeding several different waterfalls, each representing different aspects of a project. As one part finishes stage A we can move to stage B without having to wait for others aspects.”

James Fisher, Jonas Construction

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“By using a multiple waterfall or “agile” method of development, we can be both active and reactive in… developing what our clients are asking for, as well as what we think they’ll need next; the whole while getting constant feedback to ensure a quality product.”

James Fisher, Jonas Construction

Waterfall, or Traditional Project Management

Many project managers use critical path method (CPM) to figure out the best steps to finish a job efficiently.

Critical chain, on the other hand, looks specifically at the longest chain considering task and resource dependencies.

Daniel Walsh, Exepron

“Critical chain… means that both the task and resources in a project are scheduled.

If a task dependency exists, a successor task can only start upon completion of the predecessor task, however this assumes that the required resources will be available.”

Daniel Walsh, Exepron

“Critical chain, unlike the critical path, does not change in execution. Decisions and actions taken to protect the critical chain will always be valid. Leveraging the available information provided, assessing the impact variability is jeopardizing the contractual delivery date, is the key to bringing projects in on time and on budget.”

Daniel Walsh, Exepron

“Critical chain methodology consists of two parts, one is technical, the recognition of the importance of resource dependencies while planning the project. And secondly, a willingness to challenge your current paradigms, embracing a new way of things. If you are committed to improving them you must accept that you must change.”

Daniel Walsh, Exepron

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Waterfall, or Traditional Project Management

Lean construction emphasizes arranging the supply chain so there are no unnecessary breaks when working on production.

Instead of relying on a calendar, construction managers balance pulls and pushes based on the demands of the project– doing away with the communication problems of centralized, far-off management.

All members of the construction team are equally accountable to the success or failure of the project– and receive a balanced share of the final project’s profits or liabilities.

Michael Sullivan, Lean Construction Expert, Touchplan

“The biggest advantage to using lean construction management is reducing time and money spent on a project.”

Michael Sullivan, Touchplan

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“In using a lean project management style, we focus on the process used to create our project as much as we focus on the end product itself. By improving the process through which we finish a project, we are able to eliminate much of the time- and money-sucking inefficiencies that typically exist.

Michael Sullivan, Touchplan

“The first way [to fix mistakes] is by avoiding work stoppages and delays through early identification of potential bottlenecks. The pull planning technique allows everyone to identify what they need to do their work and when they need it.”

Michael Sullivan, Touchplan

“Second, we create the project plan by listening and incorporating the knowledge and experience of our trade contractors and other team leaders. This team buy-in speeds up completion times and increases timeline accountability.”

Michael Sullivan, Touchplan

Waterfall, or Traditional Project Management

Risk management is a little more complex, so we have three experts weigh in on the subject.

Brad Harbaugh, VelocityEHS

“In the construction industry, risks come in a variety of flavors. It’s about making visible the threat that already exists in the workplace and then taking steps to mitigate it.”

Brad Harbaugh, VelocityEHS

“Today, there are a number of tools and processes construction companies can use to reduce threats. Examples on the health and safety side of construction include job safety analysis, process hazard analysis, audits and inspections, and risk assessments.”

Brad Harbaugh, VelocityEHS

“Once a risk is identified, it can be abated following a system like the hierarchy of controls or other tools that can not only help identify risks, but also help to rate and prioritize risks for abatement based on relative severity and likelihood of occurring.”

Brad Harbaugh, VelocityEHS

“On a typical construction site you have numerous physical risks, but you also have a constant flow of workers and third-party contractors who need to be trained. Failure to train employees properly can lead to injuries and lost time, which can cause productivity losses and compliance issues.”

Brad Harbaugh, VelocityEHS

“However, with the right system in place, managing risk becomes a less complicated task. Today’s EHS software solutions simplify the organization, deployment, tracking, and reporting of health, safety, environmental, compliance and other key areas across worksites and throughout the org chart.”

Brad Harbaugh, VelocityEHS

Ross Spivak, RES Consulting NYC, Inc

“I work with risk management… using a three point estimate technique (best-case, most likely, worst-case scenarios) to determine an appropriate course of action and the best possible likely outcome.”

Ross Spivak, RES Consulting NYC, Inc

“I also use software to help with risk management. I work with cloud-based project management software. With it, the owner can log in and see in real time where we are with RFI’s, submittals, shop drawings, updated drawings, and, most importantly, budget.This way we can look at the same information and the same time and make smart decisions.”

Ross Spivak, RES Consulting NYC, Inc

Ryan Hulland, Monman

“As a project grows in size and complexity, managing it becomes exponentially more difficult. You have to set clear goals up front, and must understand the goals of the other parties.”

Ryan Hulland, Monman

“Because there are many project management platforms, it can be challenging to work with them all. Sadly, many projects fall back on the basics: emails and spreadsheets.If a vendor isn’t responding in time, politely call them out on it, and make it clear what needs to change. If the construction manager or owner can’t make a decision, let them know what is at stake and push for an answer.”

Ryan Hulland, Monman

“Tell everyone the project goals, and expect open lines of communications. Put your faith in the people you work with; they will amaze you every time!”

Ryan Hulland, Monman

Waterfall, or Traditional Project Management

Tiberiu Ghioca, RationalPlan

“…WBS is... A hierarchical structure where each descending level represents an increasingly detailed definition of the project work.

Tiberiu Ghioca, RationalPlan

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“A good WBS presents just the deliverables within the boundaries of the project scope. It does not include activities. A good project manager should leave listing activities to the Project Schedule. Bottom line: keep it simple!”

Tiberiu Ghioca, RationalPlan

Avidahn Levin, Avicado

“The key to a good WBS… is to agree as a project management team on the level of detail across all phases of your program.”

Avidahn Levin, Avicado

“If your WBS has the same level of detail across all phases of your program. If your WBS has the same level of detail as your project schedule, budget codes, cash flow, etc., then it makes sure all teams collaborating on each work package have a very clear understanding of the status to cost, schedule, and EVM.”

Avidahn Levin, Avicado

“Make sure you are having these conversations early with your team, and with the project stakeholders, and you have configured your software to report consistently.”

Avidahn Levin, Avicado

Waterfall, or Traditional Project Management

Mark Flanders, Co-construct

“The foundation of any well-run construction project is a good estimate, but creating one is no simple task. It starts with detailed and accurate specifications.

Mark Flanders, Co-construct

“Next, you build out the framework of your estimate making sure that you cover everything in the plans and specs, plus options or allowances for any choices your clients still need to make.”

Mark Flanders, Co-construct

“Finally, you populate the estimate with pricing you compile from various sources.”

Mark Flanders, Co-construct

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Originally written by Rachel Burger,the full post can be found here