31st International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 9 March, 2017 Helsinki, Finland

Lessons learned while

implementing CCPM in
Construction Engineering
companies
Nerius Jasinavicius,
TOC sprendimai, Lithuania
9 March, 2017
 Nerius Jasinavicius

Founder of TOC sprendimai

Founding Member of TOCPA
Consultant for unique clients
TOCICO certified SC, TP
Certified Management Consultant
(ICMCI)

Nerius@toc.lt
www.TOC.lt

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 Companies

Presentation is based on resent work with 3 construction

engineering companies
15 employees (11 engineers)
48 employees (40 engineers)
250 employees (200+ engineers)

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 Typical Construction
environment
Lots of stakeholders
High degree of uncertainty
Delays
Chaotic project meetings on sites
Big staff turnover
Waves of activities
Looks like nobody keeps promises
Distrust (Not-Me mentality)
Clients look for the ways not to pay
Very low cooperation between client, architects and
contractors
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 As a result

Being late is normal, just after signing the contract (or

even before) Project manages starts to look for
legitimate excuses
We manage excuses not the project time
Project plans are for contracts and clients
As it is highly regulated, therefore no internal standards
Promises are given (by sales people) in order to please
the clients (without evaluating real project plan and
resource loading)
Often tasks are started without full-kit, just to be
working
Multi-tasking is everywhere
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 Project planning

Planning is not a competence or skill of an individual

Planning should become a system designed to produce
predictable work flow and rapid learning in executions of
the projects
Project plans are not built as a tool for managing projects

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 What is necessary for
engineering project plan
We know what is the final product/result
Deliverables (what should be delivered to the client)
We know what is necessary for the final product/result and
for each task
Information
Decisions
We know when and where we need clients input
(decisions)
We agree with the client on input and decision points

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 Do we know what is the
final product/result ?
The answer was
Kind of
Strangely, but there is no standard check list for
deliverables It is stated in the law
Lets spend some time on really understanding what
should be the result
We need to renegotiate/agree it with the client

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 Task description

Pred. tasks No Suc. Tasks

Task name
Inputs Outputs

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 Do we know what is necessary
for the final product/result ?

Now we know the final

product, lets build PERT
We cannot have all the
specifications now
Do we need to know it now ?
Detailed plan dilemma

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 Building project networks

Project managers do not know how to do it

Project managers do not have time and disciple to do it
Somebody needs to sit with them to build first project
networks with Project managers
There are so many aha moments during network building
process
They really enjoy the result

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 Building project networks

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 Task durations

Let them (project managers) assume that they will get the
best resource
Press them for aggressive durations

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 First Critical Chain
Schedule

It is always much longer than

promised date
Check durations of the tasks
Check the resources
assigned to the project
Maybe some tasks can be
delegated to other (not the
best) resources
Renegotiate with the client
(or start collecting excuses)

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 Execution

Enforcing Full-kit rule

Resource can be idle (even if we are late)
Doing something does not help the project (if plan is
good)
Multi-tasking
Uninterrupted hours report
Daily progress reporting
Explaining to resources why ?
Expected resource loading monitoring

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 Daily progress control

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 Typical Construction
environment

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 Lessons learned

Planning should become the system (not just skills)

Project network building is new concept for most
Project managers
Templates should be created
Check lists of deliverables (and inputs) should be
created
If you do not enforce Full-kit rule, it is impossible to reduce
multitasking
Have special sessions with sales people, as it is really
hard to lie, when you know for sure you are lying

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