cpmc cathedral hill hospital project look ahead planning at design and preconstruction

P2SL - PROJECT PRODUCTION SYSTEMS LABORATORYLast Planner Initiative – Look ahead Planning, March 06, 2009

CPMC Cathedral Hill Hospital Project

Look ahead planning at design and preconstruction“Lessons learned”

Baris Lostuvali Jessica KelleyHerreroBoldt Southland IndustriesCHH Structural Cluster CHH MEP Cluster


Agenda• Project Background• Lean Design Principles• LPS process and look ahead planning• Future state • Q&A


CHH Project Background


•Extension of urban core

•Improved narrower profile

•Appropriate to Van Ness Ave. character

•Less ‘off site’ sun & view impacts

•Massing sympathetic in height

and scale to the neighborhood

•Improve downtown view



Set Based Design– An iterative process of developing sets of solutions that satisfy cost, function and quality. – Sets of solutions are advanced until the last responsible moment

Sharing Incomplete Information Often– Willingness of team members to continuously share incomplete information. – Daily or at least weekly sharing of design and budget information. – Design and budget evolve simultaneously

Simultaneous design of Product and Process– Product and process design decisions are made simultaneously.

3D Design / Modeling, and Digital Prototyping– Use digital prototyping to integrate design and cost characteristics. – Provide widespread access to the design model as it evolves.

Lean Design Principles


Detailed design by specialty contractors and vendors– Designers and engineers produce only those deliverables needed for

permitting and needed by specialty contractors or other suppliers for detailing.

Multidisciplinary Design Teams - Designers, Facility Users, Constructors, Major specialty contractors and suppliers are contracted early – Value based proposal process. – Specialty Contractors and Suppliers work together early in the Design Phase to

simultaneously develop the design and budget.– Multidisciplinary teams meet at least weekly.

Production Planning and Management – Production Planning and Management is applied during the Design phase

using Constraints Analysis, and Weekly Work Plans. – Design and budget production is planned and managed to emulate a

continuous flow process. – Project Based Production Management is formally applied using standard

Lean Processes and Principles

Lean Design Principles


Information flow - a typical design process

Deliverable

Deliverable

Deliverable.

Deliverable

Deliverable

Deliverable

External Constraints





courtesy of


Owner

Trade Partners

Architect

Engineer

General Contractor

It’s not easy:• Paper-based updates• Chasing people down• Multiple scheduling technologies• Multiple CAD softwares

People are separated by:• Being in different organizations• Using different technologies• Having different processes• Having different experiences

Information flow – Typical tools


Information flow - Now we have the data… Great !

courtesy of


The right information at the right place

at the right time

Information flow - Goal


The Planning Scale

Project LevelActivities

Phase LevelMilestones

Phase LevelActivities

LookaheadTasks

Work PlanTasks

Learning


Who is the Last Planner on CHH?

Cluster Leader

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

Cluster Leader

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

Cluster Leader

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

Cluster Leader

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

LastPlanner

Production Planner

ProjectMaster

Scheduler

The Closest Management Person to the Actual Work Being Done within a Cluster Group

In Construction the Last Planner is Generally a Foreman

Last Planners will be Formally Designated and Coached


Cluster Groups – CG Leader

IPDT – Production Planner

IDPT – Master Scheduler

The Planning Leadership

Project LevelActivities

Phase LevelMilestones

Phase LevelActivities

LookaheadTasks

Work PlanTasks

Learning


Plan Development Detail


Master Schedule


Master Schedule – Primavera P6

Master Schedulewith Phases


Master Schedule

• Primavera P6 central database.

• Web access.

• Milestones based on Senate Bill requirements, OSHPD, Owner business plan, and IPDTeam.


Alignment Meetings


Alignment Meeting

• Focus on next near milestones to better define the deliverables within the phases.

• For each milestone.– Identify the customer.

– Brief on each milestone.

– Clarify Conditions of Satisfaction.

– Verify Responsibilities.

• Not a discussion about sequence, or time, or dates.


Phase Scheduling


Phase Schedule Session

• Perform a Reverse Phase Schedule (sequence using pull methods).– Build the schedule in terms of pre-requisite work, information,

materials, tools, etc needed to complete the successor activity.

• Identify specific Constraints (constraints log).

• Use 8x5 cards while someone generating live in P6 so that there is a distributable plan by the end of the session.

• The Phase is the expanded detail within the Master Schedule


Look ahead Plan + Weekly Work Plan


Lookahead Schedule View – Primavera P6

6 Week Lookahead

View

Master Schedulewith Phases


Lookahead Schedule to Lookahead Plan

6 Week Lookahead

View

View from Phase Schedule transfer to Plan

Lookahead Plan informs Phase Schedule


Six Week Lookahead View to Lookahead Plan

• P6 to Excel.

• Filter 6 Weeks from P6 Phase Schedule to be used in the Cluster Group facilitated Excel Lookahead Plan.

• There is more detail on the Cluster Group WWP+Lookahead Plan than there will be in P6.

• The Lookahead Plan is the internal workings of the Cluster Group.

• Allows for the Cluster Groups to modify their plan freely without constantly changing or confusing the Phase Schedule.

• Production Planner with Master Scheduler compare the information.

• Color coding and Shared IDs are cues for updating the Phase Schedule.

• The Lookahead does not have to be in Excel, it is an easy format that almost anyone can comprehend.


Weekly Work Plan + Lookahead

EXAMPL

E


Weekly Work Plan + Lookahead

Lookahead PlanWeekly Work Plan

Pull Lookahead onto WWP

Sh

ared

ID

Co

nst

rain

ts P

rom

pt

Metrics


Lookahead Planning Sessions

• Start with a Six Week Lookahead View taken from the Phase Schedule.

• Break week 1 and 2 of Phase Activities into Tasks that can essentially fit onto a Weekly Work Plan.

• Review weeks 3, 4, and 5 to ensure that all constraints will be removed.– screen activities for constraints (materials, information, obstacles, permissions, anything

hindering an activity from happening).

– Achieve commitments to ensure the constraint removal.

• The team only allows tasks to keep their scheduled dates if there is confidence that all constraints will be removed.

• At this point planning is a regular non-formally scheduled meeting, it is part of everyday work.


Where are We? Constraint Log


Phase Schedule Informed from Cluster Group Lookahead Plans

Planning Cycles….

Monday Tuesday Wednesday Thursday Friday

MEP

Structural

Equipment

Exterior

EIR

Interior

6WLA ViewDistribute

Core Group Core Group

Master Schedule Informed from Phase Schedule

Continuous Update of Planning Wall

Sustainability

Trade Coord

Technology

IntegratedPlanning

IPDTLP Meeting


Metrics

• Percent Planned Complete (PPC)

• Tasks Anticipated (TA)

• Tasks Made Ready (TMR)

• Categories of Variance

• Tasks Repeated

• Root Cause Analysis (5 Whys)


IPDTeam Last Planner Meeting – almost there

• All are invited.

• Brief Briefing on Phase Schedule.

• Another forum to remove constraints.– 10 minutes each cluster group to report on current plan and

make requests, requires to be well prepared.

• Not a working session (other than 5 Why).

• Present root cause analysis (5 Why’s) from Cluster Groups that can be learned from as an IPDT.

• Focus on learning from plan failures.


Integrated Planning Meeting

• Who attends?– Master Project Scheduler and Production Planner.

– Cluster Group facilitators (representatives from both design and construction).

• Discuss and update the Phase Schedule as it relates to current areas of focus and concern.

• Forum to release constraints.

• A live P6 working session.


Where are We?

• Learning about how to take the detailed planning of the cluster groups to inform the master and phase schedule while recognizing the iterative ever changing nature of design.

• Not plan people to death.

• This is our future state and in the future it will look nothing like this.


Where are We? Identify the key interdependencies between clusters


Where are We? First Run Study


Future state

• Traditionally, the design phases of projects suffer from:– Temporary organizations / departmental silos;– poor understanding of complexity;– inevitable iteration & rework;– unforeseen changes; &– inappropriate project management methodologies & tools

• What is working now– The right information at the right place at the right time – Better foresight thru LPS and look ahead planning– Highlight the interfaces between disciplines– Co-location is effective and powerful– Integrating the design & development processes of all participants

• What we are focusing on for future improvement– Identifying process ‘knots’ and options for unraveling them– Continuing to utilize appropriate management methodologies & tools– Using tracking metrics more to adjust current planning


THANK YOU !

What are your takeaways?

What questions have been provoked?

Baris Lostuvali Jessica KelleyHerreroBoldt Southland Industries

cpmc cathedral hill hospital project look ahead planning at design and preconstruction

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