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© Graham M Winch Riding the Project Life-cycle1 11 : Managing the Programme to watch the time, and assign things by time, to devote oneself to business.

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Presentation on theme: "© Graham M Winch Riding the Project Life-cycle1 11 : Managing the Programme to watch the time, and assign things by time, to devote oneself to business."— Presentation transcript:

1 © Graham M Winch Riding the Project Life-cycle1 11 : Managing the Programme to watch the time, and assign things by time, to devote oneself to business and never lose an hour of time Leon Battista Alberti

2 © Graham M Winch Riding the Project Life-cycle2 Managing the Programme the programme planning hierarchy the critical path method resourcing the project the critical chain method reducing task duration variability –last planner programming reciprocal processes 4D planning

3 © Graham M Winch 3 Planning Programme Hierarchy tender programme clients strategic programme summary programme architects design programme master programme target construction programme tender restraints programme works contractors programme parcel documents programme procurement programme contract restraints programme

4 © Graham M Winch Riding the Project Life-cycle4 Critical Path Method the notion of task dependency –technical –organisational –spatial a way of thinking about programme

5 © Graham M Winch Riding the Project Life-cycle5 The Critical Path establishing the network of dependencies identifying the critical path –the longest path through the network developing a robust programme –shortest achievable programme –buffering –PERT and Monte Carlo a critical path with buffers

6 © Graham M Winch Riding the Project Life-cycle Critical Path with Buffers X FB PB X = shared resources FB = feeding buffer PB = project buffer X X X FB X

7 © Graham M Winch Riding the Project Life-cycle7 Resourcing the Project the infinite resource assumption –the reliance on spot contracts types of resources –plant –labour –space (the 28m 2 rule) resource levelling –using slack to smooth resources

8 © Graham M Winch Riding the Project Life-cycle8 Limitations of the Critical Path Method the inverted logic –not applying the rolling wave an historically orientated control tool –deterministic –client led –difficulties of on-site up-dating task duration estimates –uncertainty –opportunism

9 © Graham M Winch Riding the Project Life-cycle9 The Critical Chain Method the theory of constraints critical chain as the longest path through the resource constrained network task execution durations –normally distributed –padded by safety time gaining control over safety time not punishing overruns –benefiting from your luck the critical chain

10 © Graham M Winch Riding the Project Life-cycle10 The Theory of Constraints Identify the constraint Exploit the constraint Subordinate to the constraint Elevate the constraint Identify the new constraint

11 © Graham M Winch Riding the Project Life-cycle Critical Chain with Buffers X FB PB X = shared resources FB = feeding buffer PB = project buffer X X X FB X

12 © Graham M Winch Riding the Project Life-cycle12 Reducing Task Duration Variability multi-tasking Parkinsons law student syndrome partnering with the resource bases shielding production

13 © Graham M Winch Riding the Project Life-cycle13 Shielding Production : Last Planner managing task execution, not contracts quality assignments –precedent tasks really completed –resources required really available a weekly planning cycle a tactical tool combining critical chain and last planner

14 © Graham M Winch Riding the Project Life-cycle14 Last Planner and Critical Chain Combined project programme critical path quality assignment low duration variability elevate the constraint latest start date consummate task execution last planning process critical chain perfunctory task execution high duration variability

15 © Graham M Winch Riding the Project Life-cycle15 Programming Reciprocal Processes assumption of sequential information flows –dependencies planning problem and reciprocal flows –interdependencies the dependency structure matrix –identify interdependencies –prioritise the matrix –cluster the interdependent tasks applying DSM to solving the design problem? –the problem of iterative flows

16 © Graham M Winch Riding the Project Life-cycle16 4D Construction Planning 3D + t constructing the product model advantages –communication –clash detection disadvantages –constructing the PBS not WBS –initial product model set-up

17 © Graham M Winch Riding the Project Life-cycle17 4D Construction Planning


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