1. Managing Fast – Tracked Projects: A Review of ECI Report Dr
Managing Fast – Tracked Projects: A Review of ECI Report Dr. George Jergeas PEng.

2. Reference
This presentation is based on the European Construction Institute (ECI) - UK
ECI Manual
The Fast Track Manual
A guide to Schedule Reduction for Client and Contractors on Engineering and Construction Projects

3. Content
Introduction
Different Project Stages
Concept Stage
Development Stage
Definition Stage
Design Stage
Procurement Stage
Construction Stage
Commissioning
Operation Stage

4. Introduction
Takes place more quickly than normal
A difficult and often stressful route to follow
Projects ranged from months
Schedule reduction %
Cost increase %

5. Reasons for Fast Track
Urgent requirements by client
To maximize profit or limit loss
Imposed deadline
Start of academic year
End of current lease
New legislation
Minimize disruption of services

6. Key Success factors
The calibre of individuals and their working relationships
The adequacy of the definition of the project
Strategy adopted and systems for implementation
The passion to succeed on the part of key participants

7. Definitions
“A managerial approach to the achievement of early project delivery, involving the application of innovations in the management of construction procurement and recent advances in the process that, bringing into play;
The integration of construction and design phases
The involvement of the contractor in both the design and construction phases
Overlapping of work packages to enable construction of sections of the project to proceed while the design for other sections is being progressed
The employment of the expertise of suppliers in design and construction
Kwakye, 1991

8. General Principles
Work Package Overlap
Work packages are progressed in parallel
Overlap the stages for each work package
Early Decisions
Experienced judgement and empowerment
Commence design before scope has been defined
Must accept wrong decisions

9. Partnering/Building and sustaining team Benefits
General Principles
Integrated Project Team
Main parties are combined into a single organization and participate to the limit of their capability in achieving the project objectives
Partnering/Building and sustaining team
Benefits
Availability of additional expertise
Avoiding learning curve errors
Reduction in the overall workload
Commitment to the project definition and schedule
Design and construction developed together

10. General Principles Additional Staff
More labour will be needed at peak period as a consequence of scheduling activities in parallel
More management resource will be needed to deal with interface and progress issues arising from inter-dependencies between disciplines and between design, procurement and construction
Schedule Reduction Techniques
Project must be managed in an efficient manner making full use of project management and schedule reduction techniques
Procurement Strategy
Early selection of subcontractors and vendors

11. A structured and thorough risk management process needed
General Principles
Additional Risks
Decisions based on limited information, cannot always be right first time
A structured and thorough risk management process needed

12. Characteristics that Support Strategy
Ownership
Client support
Project sponsor or champion
Stakeholder support and commitment
Organization
Project team needs to be simple, clear and devoid of rigid hierarchy
If parent organization has a functional matrix structure, the functional line must be subordinate to the project management (task) line for the duration of the project team

13. Characteristics that Support Strategy
Desirable Team Characteristics
Honesty - Openness - Trust
Anticipation and avoidance of issues rather than waiting for them to turn into problems
Mutual support - issue resolution, coaching
No blame culture
Access to all parties, no communication barriers
Lean organization, which aids communications and speeds decision taking
Full time members
Authorized and empowered team members
Decision making on the spot without referring

14. Characteristics that Support Strategy
People and Relationships
Technical competence
Decisiveness - self starter - can do - flexibility
Ability to forecast outcome and act accordingly
See the big picture
Willing to collaborate
Enthusiasm
Strong leadership
Managerial competence
Openness

15. Characteristics that Support Strategy
Motivation
Create a team culture that avoid de-motivation of individuals who are keen to succeed, but are prevented by the organization, procedures,…..
Working part of a team, working equally hard and supporting each other
Appoint key positions to individuals known to be good motivators
Early identification and removal of under-performing individuals
Team building and partnering sessions
Incentive/penalty clauses

16. Characteristics that Support Strategy
Contractual arrangements
Achieve win-win situation
Pre-selected, preferred contractor
Reimbursable basis, with incentives
Lump-sum can also be used
Partnering
Up front agreement for payment for changes and extras

17. Characteristics that Support Strategy
Communications
More informal communication - face-to-face
Barriers should be removed - information flows directly between the parties regardless of parent organization and level of hierarchy
Responsibility for communication lies with the individual who has made a decision
Frequency and progress meetings
Frequent and concise reporting.