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A team of Planning and Project Controls professionals was brought to work alongside the main contractor to monitor and control the project performance, build an integrated programme to clearly indicate the direction to follow and identify and report the key risks to achieve the main milestones.

At the same time, Laminar was requested to provide support at a corporate level, to help establishing the Planning/Project Controls processes for the business unit and the basis of how programmes should be developed for future projects so they can be fully integrated with commercial elements and BIM 4D/5D.

The Challenges

  1. Need for processes: there was an ambiguous reporting cycle to update the programme causing a non-uniform working pattern with high peaks of work during critical times followed by relaxed non-productive periods. Reporting deliverables were not defined and requirements changed on a weekly basis, making it hard to evaluate the status and the performance of the project.
  2. Regular staff reshuffling during the life of the project there were 4 different sets of planners for the main contractor. This affected the collaboration between all contractors who ended up working in silos and individual schedules.
  3. Need to integrate programme: although individual contractors developed their own schedules, there was no programme which included and integrated all the scope, highlighting the dependencies and facilitating the coordination of the works.
  4. Inefficient Last Planner sessions: Last Planner is a holistic system where each part is necessary to support the project planning and execution (from Master Planning to Weekly Work Planning). Last Planner was only implemented on a “Weekly Work Planning” level so the implementation of this methodology was not adding much value. 
  5. Multiple sources of truth causing unreliability and data duplication.

Our Solution

The first challenge was to build a programme including and connecting the full project scope. Due to the late stage of the project and the resources available, building a programme from scratch was not viable, so our team approached the situation by developing a tool that was able to connect the scope of each contractor to the common milestones, creating a combined programme linked though interface milestones.

Once the programme was completed, we started running weekly meetings with all contractors planners and construction teams, focusing our attention on these interfaces milestones and ensuring all contractors communicated their dependencies, issues and potential risks to everyone. This provided a combined high level plan for the project which was translated to the “Delivery Planning” sessions improving the coordination of the works. An integrated programme also facilitated the development of reporting dashboards using one single source so we were able to start producing reports that actually measured what was happening in the project.

During the final commissioning stage, due to the criticality of the project to meet main handover dates, our team, supported by all contractors, developed more detailed completion programmes focusing on the MEP commissioning levels, breaking down each system and the integration between them.

Outputs:

Key Outcomes

Final Thoughts

An accurate and integrated plan is the core of project management. It needs to answer the question “what are our priorities this week?” in the context of the big picture of getting to completion as quickly as possible. This can only be achieved with a very high quality integrated plan that is clearly communicated at all levels and adjusted to meet new realities and changes.

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