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 Riding the Project Life-cycle

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 Riding the Project Life-cycle

Planning Programme Hierarchy client’s strategic programme tender programme summary programme architects design programme master programme target construction programme parcel documents programme tender restraints programme procurement programme works contractor’s programme contract restraints programme

Riding the Project Life-cycle Critical Path Method the notion of task dependency technical organisational spatial a way of thinking about programme Riding the Project Life-cycle

Riding the Project Life-cycle 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 Riding the Project Life-cycle

Critical Path with Buffers X FB X FB X PB X FB X FB X = shared resources FB = feeding buffer PB = project buffer Riding the Project Life-cycle

Resourcing the Project the infinite resource assumption the reliance on spot contracts types of resources plant labour space (the 28m2 rule) resource levelling using slack to smooth resources Riding the Project Life-cycle

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 Riding the Project Life-cycle

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 Riding the Project Life-cycle

The Theory of Constraints Identify the constraint Exploit the constraint Subordinate to the constraint Elevate the constraint Identify the new constraint Riding the Project Life-cycle

Critical Chain with Buffers FB X FB X X FB PB FB X FB X X = shared resources FB = feeding buffer PB = project buffer Riding the Project Life-cycle

Reducing Task Duration Variability multi-tasking Parkinson’s law student syndrome partnering with the resource bases shielding production Riding the Project Life-cycle

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 Riding the Project Life-cycle

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 chain perfunctory high Riding the Project Life-cycle

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 Riding the Project Life-cycle

4D Construction Planning 3D + t constructing the product model advantages communication clash detection disadvantages constructing the PBS not WBS initial product model set-up Riding the Project Life-cycle

4D Construction Planning Riding the Project Life-cycle