Most daily and weekly progress reports don’t report against schedule-based targets or highlight areas of emerging concern early enough for the team to work together to avoid delays. Progress reviews tend to focus on variations and existing delays rather than ensuring that daily readiness and rate targets are met or bettered to recover delays or build float into the schedule. At PIP we ensure that our clients have in place a well-structured performance/productivity management processes to help ensure that every milestone is hit on time and in full, as well as highlighting delays early enough to recover the schedule with minimum effort.By adopting best practices from our performance improvement work across all industries, PIP works with owners and contracting teams to embed daily performance/productivity management processes and behaviours into project teams. These are cascaded from top to bottom. We work with project teams to ensure that:
Whilst some of the work is focused on ensuring that the correct information flows are in place, our team’s key role is to work with management, engineering and front-line construction teams to make sure the right conversations happen every day, and at the right level, to ensure that decision-making is prompt and well informed.
The PIP team quickly applied their tools to help us accelerate progress on major concrete foundations. They built Value Driver Trees, identified tieing rebar as the bottleneck and worked with the construction team and contractor to increase the daily rate of progress, to bring forward completion of this Critical Path element of the project.GAVIN ASHLEY