Case Study 1

The Challenge

Culture

  • Communication and Collaboration
  • Relationships management with stakeholder

Tracking, Monitoring and Reporting

  • Maintaining the schedule and budget plan up to date
  • Re-active management of the events
    • Unknown constraints and reasons for delay or non-achievements
  • Measurements and KPIs

Data

  • Poor Strategy
  • Lack of integration and consistency among data collection
  • Manual reporting – tedious and inconsistent measurements
    • Low quality reports
  • No meaningful reports for the Alliance stakeholders

Fatigue

  • Long shift, less productivity

Our Approach

  • Lean construction
    • Weekly stand-up meeting
    • Daily Pre-Start meeting
    • 5 Whys
    • Visual Planning (Daily Plan + 5 to 7 Weeks Look ahead Plan)
  • Templates for emails, meeting notes to strategize communication and support with collection of valuable data
  • Development of a strategy for the collection of data associated with “Deliverables”, “Delays”, “Constraints”, and “Causes” from the stand-up meeting
  • Design and development of visual and automated reports to make the progress more transparent, engage teams and stakeholders using more accurate data
  • Scenarios analysis using state-based simulation
  • Using Action Research methodology to identify problems and design suitable solutions

The Results

  • Improved engagement
  • Visible leadership, and collaboration
  • Delivered consistent measurements and quality reports
  • Saved time, minimised manual efforts for building reports and communication
  • Accessibility to update quality reports for internal and external teams/stakeholders
  • Support Planning and Scheduling teams to become more engaged and develop a more realistic plan
  • Identifying problems for any delays and cost-over runs easier and faster
  • Progress and performance states (RAG) reporting
  • Reduction of task hours from 50 to 37
  • Use of quality data to support with delays analysis, and delays proofing
  • Empowering teams