CASE STUDY 6
Multi-dimensional Complexities
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