Working with the main contractor and key MEP subcontractor. Our team of 7 construction engineering planners were deployed to Western Europe to support the project through critical MEP install and commissioning over a period of 9 months.
- An existing programme missing large portions of scope with out of sequence logic.
- Interfaces: Multiple contractors involved in the delivery of the different systems within the building with a low constructability design exacerbating the problem.
- Site and supply chain operating without an overall integrated plan.
- A complete absence of reporting of progress
- Lack of tractability and understanding delays and therefore impossible to commercially protect when client lead change affected programme delivery.
We rebuilt the construction programme while maintaining regular updates to the client. In addition we developed a detailed commissioning programme which was used to drive priority areas in what was ultimately a resource constrained project.
We also implemented a strong link to site by changing the emphasis from discipline packages to area management. We provided area managers with simple weekly to do lists which we monitored against to ensure all blockers were cleared as quickly as possible.
- Fully detailed MEP construction programme to manage interfaces between trades. In addition we built the electrical programme for the key electrical subcontractor and integrated it with the overall master.
- Detailed commissioning programme integrated with the construction activities to ensure that construction sequencing priorities were driven by commissioning priorities.
- Weekly Lookahead programmes and planning of works through weekly area workshops.
- Automated reporting and dashboards on key quantities, labour and cost
- Tagging trackers to monitor commissioning progress
- Reliability: our information was accurate and reliable, leading to an effective use of working time.
- Clear Direction: even if we had to react to changes on a daily basis, we lead teams to clear long-term goals.
- Energy: constantly encouraging people. We take delivery personally and transmit our passion to the teams.
- Building trust due to our performance and attitude.
A great programme is not of much use if it isn’t driving the site on a day to day basis. This can only be achieved by gaining buy-in from the construction team and implementing practice processes which ensure that programme actually supports the people on the ground to do their jobs and is not just used as a reporting tool.