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Managing Fast – Tracked Projects:

A Review of ECI Report

Dr. George Jergeas PEng.

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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

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■ Introduction

■ Different Project Stages● Concept Stage ● Development Stage● Definition Stage ● Design Stage ● Procurement Stage● Construction Stage ● Commissioning ● Operation Stage

Content

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Introduction

■ Takes place more quickly than normal

■ A difficult and often stressful route to follow

■ Projects ranged from 4 - 36 months● Schedule reduction 10 - 29%● Cost increase 10 - 20%

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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

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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

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■ “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

Definitions

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■ 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

General Principles

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■ 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

General Principles

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■ 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

General Principles

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■ Additional Risks● Decisions based on limited information,

cannot always be right first time

● A structured and thorough risk management process needed

General Principles

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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

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■ 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

Characteristics that Support Strategy

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■ 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

Characteristics that Support Strategy

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■ 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

Characteristics that Support Strategy

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■ 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

Characteristics that Support Strategy

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■ 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.

Characteristics that Support Strategy