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Five Big Ideas For Proj Delivery
 

Five Big Ideas For Proj Delivery

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  • Speak about the physics of both kinds of work. The point where we see greatest leverage
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Five Big Ideas For Proj Delivery Five Big Ideas For Proj Delivery Presentation Transcript

  • Putting the Focus On the Customer Five Big Ideas Reshaping Project Delivery Hal Macomber and Gregory Howell
  • It's what you learn after you know it all that counts. – John Wooden UCLA Basketball Coach
  • Lean Principles
    • Lean Revolution
      • Toyota Production System
      • Lean Thinking
      • Project-Based Production
        • Reliability before Productivity
        • Collaborative Design
        • Rethinking Construction
      • Lean Solutions
    • Five Lean Principles
      • Customer Value
      • Value Stream
      • Flow
      • Pull
      • Pursue Perfection
  • Five Big Ideas Lean Philosophy for Projects Collaborate; Really Collaborate Optimize the Whole Tightly Couple Learning w/ Action Projects as Networks of Commitment Increase Relatedness
    • Collaborate, Really Collaborate in Design, Planning, and Execution
    • Finding and working to a purpose held in common.
    • Discover why others are there.
    • Aim for coherence: Align rewards and systems
    • Pay attention to timing level of detail
    • Learn from people who will perform
    • Create situations for surprise contributions
    • Reinforce positive iterations (learning)
    • Avoid negative iterations (rework)
  • Teams: Seeing the Fragmentation Owner Architect Civil Structural Mechanical Electrical Plumbing Landscape Elevators Interior Parking CM/GC Site Steel Mechanical Electrical Plumbing Landscape Framing Floor Cover Painting Geotech Materials Service Traffic Equipment Office Labs Manufact’g Distribution Eng’g Operations
  • Possibilities from Collaboration
    • Design and construction are iterative
      • solutions to a series of problems
      • possible solution often creates another problem
      • art of the conversation allows creative, yet realistic exploration of the possible
  • 2. Increase Relatedness among All Project Participants.
    • People come together as strangers on AEC projects.
    • Healthcare projects require learning, innovation, and collaboration.
    • That takes deep relatedness.
    • Learn to build relationships intentionally.
    • Key skill is listening.
  • Transforming Teams: Building Relatedness of the Players
    • Relationships Based on Prudent Trust
    • Teams don’t have meaningless players
    • Teams participate from beginning to completion
    • Execution virtually never relies on only one player!
    • Team members learn to play the game together.
    M/E/P CORE GROUP Structure Landscape Material Handling Vertical Transp. Site Improvements Interior/ Finishes Building Envelope
  • 3. Projects Are Networks Of Commitments
    • There are three kinds of work:
      • Design (from nothing to something)
      • Material transformation
      • Coordination of action
    • Coordination is possible among task performers in the conversations people have with each other
  • Work in Projects
    • Transformation work – physical “touch” work turns inputs into outputs
    • Making and Keeping Commitments – the basic work of all business
    • Design – Creating Conditions of Satisfaction
  • The “Physics” of Coordination Conditions of Satisfaction & Date of Completion CUSTOMER Request “ Will You?” Preparation 1 3 4 PO Inquiry Negotiation Clarification & Negotiation Signed PROVIDER 2 Performance Declare Complete “ I’m Done” Accepted Submitted Commit “ I Promise I WILL ” Assurance Declare Satisfaction “ Thank you” Conditions of Satisfaction & Completion Date
  • Building the Network of Commitments in Planning
    • Hold planning conversations in public.
    • Identify key milestones to deliver the promise of the project. Identify long lead items and make requests.
    • Build phase schedules with those responsible for the work in each phase. Establish rules for speaking up.
    • Make work ready by screening, requesting and securing reliable promises. Only release when ready and needed.
    • Secure promises for daily task completions from each performer or Last Planner
    • Report completions each day. Identify reasons for incompletions. Take action. Re-plan.
  • 4. Optimize the Project
    • Optimize at the project level
      • Not the subcontractor performer group
      • Not the task level
    • Think work streams
    • Think systems
    • Think customer outcomes
    • Pursue planning reliability before worker productivity
  • Lean Design: An Overview © Lean Construction Institute 2003, used with permission. * Involve downstream players in upstream decisions * Alternate between all-group meetings and task force activities * Create and exploit opportunities to increase value in every phase of the project Organize in Cross Functional Teams Pursue a set based strategy * Select from alternatives at the last responsible moment * Share incomplete information * Share ranges of acceptable solutions Structure design work to approach the lean ideal * Simultaneous design of product and process * Consider decommissioning, commissioning, assembly, fabrication, purchasing, logistics, detailed engineering, and design * Shift detailed design to fabricators and installers Minimize Negative Iteration * Pull scheduling * Design Structure Matrix * Strategies for managing irreducible loops Use Last Planner System of Production Control * Try to make only quality assignment * Make work ready within a lookahead period * Measure PPC * Identify and act on reasons for plan failure Use technologies that facilitate lean design * Shared geometry; single model * Web based interface
  • Embrace Uncertainty
    • Modern science has moved well beyond a fixation on exact prediction and control; it has learned to accept unpredictability as an unavoidable and, at times, even beneficial aspect of the world, as a resource that can sometimes be harnessed. Mark Buchanan, Power Laws and the New Science of Complexity Management , Strategy+Business, Spring 2004
  • 5. Tightly couple action with learning
    • Toyota calls it single piece flow
    • For so long we’ve misunderstood what Toyota was doing
    • They have designed their whole system of work to align with customer demand and to give performers throughout the process opportunity to learn while in action
    • Applying the scientific method - PDCA.
  • Designing Work for Learning
    • Experimentation
    • Single-Piece Flow
    • Habits for Feedback
      • Plus/Delta Reviews
      • Five Why Analysis
    • Planning that Anticipates Learning
    • The tough part is that many times you’ve got to change before the real requirement to change is necessarily seen. That means people will make mistakes.
    • You’ve got to give people the opportunity to make mistakes, to fail, and not to crucify them for doing that.
    • Art Collins, Medtronic, CEO’s on Innovation,
    • Fortune Magazine , March 8, 2004
  • Reaching a New Frontier: L eadership, Planning and Management
    • Traditional Thought
    • Leadership dictates direction
    • Planning is partitioned by trades/disciplines and is linear. It is predictive and generally fixed, setting parameters for management
    • Management controls are inflexible, autocratic - processes are fixed and measures are isolated and generally historical
    • Lean Thought
    • Leadership facilitates collaborative direction
    • Planning is collaborative, project based and seeks to integrate efforts to eliminate negative iterations. It learns as project evolves
    • Management develops a “network of commitments” to implement plan, evolves intelligence, measures are integrated and proactive
  • Limitations of the Current Approach
    • Activity Centered: Ignores the effect of workflow variation on performance.
    • Separates downstream players from upstream activities
    • Command and control creates a commitment free zone
      • Requires motivation, ignores promising.
      • Fails to produce trust.
      • Push Planning cannot Coordinate the specialists
    • Control only as tracking misses the best opportunity for control
    © Lean Construction Institute 2003, used with permission.
  • Project Management Works
    • When Practices, Systems and Leadership produce coherent commitments connecting the promise of the project to the work of specialists, and coordinates their actions.
      • Creating reliable workflow within and between workgroups
      • Allowing decisions to be delayed to the last responsible moment.
      • Adjusting appropriately in the moment to increase value and reduce waste.
    © Lean Construction Institute 2003, used with permission.
  • Planning, Controlling & Correcting © Lean Construction Institute 2003, used with permission.
  • Connecting to the Big Ideas
    • Collaborate - Wait till you see the movie
    • Increase Relatedness - Keeping promises sure helps.
    • Networks of Commitments - Designed and activated in planning.
    • Optimize the Whole - Improving reliability increases total capacity.
    • Connecting Action to Learning - Immediate feedback every day improves planning system performance.
  • Five Big Ideas Emergent Outcomes Innovation Competitive Continuous Improvement Reliability Build Trust Collaborate; Really Collaborate Projects as Networks of Commitment Tightly Couple Learning w/ Action Optimize The Whole Increase Relatedness
  • Breaking with Common Sense
    • Learning to deal with discontinuity requires that individuals and organizations face the difficult task of thinking differently; of breaking habits and questioning long-standing conceptual and cultural commitments.
    • Mark Buchanan, Power Laws and the New Science of Complexity Management , Strategy+Business , Spring 2004