1. 11 : Managing the Programme
to watch the time, and assign things by time, to devote oneself to business and never lose an hour of time
Leon Battista Alberti
Riding the Project Life-cycle

2. Managing the Programme
the programme planning hierarchy
the critical path method
resourcing the project
the critical chain method
reducing task duration variability
last planner
programming reciprocal processes
4D planning
Riding the Project Life-cycle

3. Planning Programme Hierarchy
client’s strategic programme
tender programme
summary programme
architects design programme
master programme
target construction programme
parcel documents programme
tender restraints programme
procurement programme
works contractor’s programme
contract restraints programme

4. Riding the Project Life-cycle
Critical Path Method
the notion of task dependency
technical
organisational
spatial
a way of thinking about programme
Riding the Project Life-cycle

5. Riding the Project Life-cycle
The Critical Path
establishing the network of dependencies
identifying the critical path
the longest path through the network
developing a robust programme
shortest achievable programme
buffering
PERT and Monte Carlo
a critical path with buffers
Riding the Project Life-cycle

6. Critical Path with BuffersX FB X FB X PB X FB X FB
X = shared resources
FB = feeding buffer
PB = project buffer
Riding the Project Life-cycle

7. Resourcing the Project
the infinite resource assumption
the reliance on spot contracts
types of resources
plant
labour
space (the 28m2 rule)
resource levelling
using slack to smooth resources
Riding the Project Life-cycle

8. Limitations of the Critical Path Method
the inverted logic
not applying the rolling wave
an historically orientated control tool
deterministic
client led
difficulties of on-site up-dating
task duration estimates
uncertainty
opportunism
Riding the Project Life-cycle

9. The Critical Chain Method
the theory of constraints
critical chain as the longest path through the resource constrained network
task execution durations
normally distributed
padded by safety time
gaining control over safety time
not punishing overruns
benefiting from your luck
the critical chain
Riding the Project Life-cycle

10. The Theory of Constraints
Identify the constraint
Exploit the constraint
Subordinate to the constraint
Elevate the constraint
Identify the new constraint
Riding the Project Life-cycle

11. Critical Chain with BuffersFB X FB X X FB PB FB X FB X
X = shared resources
FB = feeding buffer
PB = project buffer
Riding the Project Life-cycle

12. Reducing Task Duration Variability
multi-tasking
Parkinson’s law
student syndrome
partnering with the resource bases
shielding production
Riding the Project Life-cycle

13. Shielding Production : Last Planner
managing task execution, not contracts
quality assignments
precedent tasks really completed
resources required really available
a weekly planning cycle
a tactical tool
combining critical chain and last planner
Riding the Project Life-cycle

14. Last Planner and Critical Chain Combined
project
programme
critical
path
quality
assignment
low
duration
variability
elevate
the
constraint
latest
start
date
consummate
task
execution
last
planning
process
chain
perfunctory
high
Riding the Project Life-cycle

15. Programming Reciprocal Processes
assumption of sequential information flows
dependencies
planning problem and reciprocal flows
interdependencies
the dependency structure matrix
identify interdependencies
prioritise the matrix
cluster the interdependent tasks
applying DSM to solving the design problem?
the problem of iterative flows
Riding the Project Life-cycle

16. 4D Construction Planning
3D + t
constructing the product model
advantages
communication
clash detection
disadvantages
constructing the PBS not WBS
initial product model set-up
Riding the Project Life-cycle

17. 4D Construction Planning
Riding the Project Life-cycle