Five Big Ideas For Proj DeliveryPresentation 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
Toyota Production System
Reliability before Productivity
Five Lean Principles
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)
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 customer outcomes
Pursue planning reliability before worker productivity
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
Habits for Feedback
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
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
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
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