Coordination Challenges of Production Planning &Control in International Mega-Projects: A Case Study
2017
Download PDFDOI: https://doi.org/10.60164/05f8f2h5e
Authors: Luai M. El-Sabek, Brenda Y. McCabe
Citation:
Mccabe, L. (2017). Coordination Challenges of Production Planning & Control in International Mega-projects: A Case Study. In Lean Construction Journal pp. 25-48
Abstract:
Questions: 1) How do make ready and weekly work planning features of LPS® perform at the scale of international mega-projects? 2) How do coordination challenges of international mega-projects impact LPS® features? 3) What are the implications to the LPS® application on international mega-projects?
Purpose: The purpose of this case study is to evaluate LPS® adaptability in addressing production coordination challenges of international mega-projects’ environment.
Research Method: An exploratory approach on an international construction mega-project case study. The project team was trained on LPS® implementation to develop make ready plans and measure PPC. They were coached on running weekly work plan meetings. The interactions and records of implementation events were documented for 8 weeks for milestone I and 15 weeks for milestone II.
Findings: Given that a mega-project is comprised of multiple subprojects requiring aggregated production control, it was necessary to break down the different, widely spread areas into clusters, each responsible for reporting individual percent plan complete (PPC). This was then communicated to the entire team at specially held coordination meetings to better understand the progress of the mega-project. Using traditional critical path planning method, key milestones did not appear to be achievable. Implementing LPS® helped to pull the project back from the brink of failure and put it on-track towards successful delivery of milestones.
Limitations: The implementation of LPS® was conducted after 70% of the project was completed. The project team did not have any previous LPS® experience before implementation. The case study was limited to two milestone stages of the subject infrastructure project. LPS® was limited to make-ready and week work planning. PPC was limited to top critical activities defined by the project team.
Implications: This research triggers the need for a new framework for LPS® to deal with coordination challenges of international mega-projects. Structuring work for sub- projects that form a mega-project can be treated the same way as is developed for a separate project. The production control aspect of LPS® is where coordination requires a different treatment. The complexity associated with international mega- projects appears to increase in a non-linear fashion and it is not scalable.
Value for Practitioners: From the lessons learned and findings documented in this case study, readers will gain an appreciation for the challenges of international mega-projects and how LPS® functions at a complex scale.