Breaking down large construction projects into smaller projects for better management

John Ayers Author, writer and consultant| Self Employed Lakeville, Ma, United States

Most large construction projects perform poorly because they are so big. It is well accepted I think that managing a small project is much easier to have a successful project. As a result I propose breaking a large construction project into smaller projects by structuring the WBS to reflect this idea. A project can be one element of the WBS with it's own WBS,WP, IMS, and manager. Earned value then can be to each small project . I think it is feasible and will improve the success rate of large construction projects.

What do you think?

Posted: Dec 7, 2020 8:27 PM (Updated by author: Dec 7, 2020 8:28 PM)

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Peter Rapin Subject Matter Expect; Project Delivery| Independent Consultant Ontario, Canada

Dec 19, 2021 6:55 AM

Replying to Thomas Walenta

...

Peter,

agree that projects can perceive their sponsors as clients and derive a value for this. As you say there is the risk that the overarching vision, purpose gets lost with projects. And creating this lower level perception creates complexity (more elements and relationship).

I prefer not bothering about benefits and value at all on project level. It needs a special mindset and capability to create value and even benefits (from which value flows), which is not taught to project managers. It is challenging enough to deliver a what even without knowing exactly why you are doing it.

Keep it simple for the cook on Columbus' ship - his task is to feed the crew and keep them healthy and happy.

However, the cook needs to know that the captain/crew will get to the destination before he runs out of food. That's where trust and respect comes in but even the cook needs some encouraging signs or words to keep going.

As a project manager I always felt better having some knowledge of the final program objective. I would also provide periodic 'updates' to the team - here is where we are, this is where we are going. Some team members would appreciate these sessions others would prefer being told what they were specifically responsible for and not want the added burden of the "bigger picture". The updates also controlled, to some degree, the rumours which are bound to happen in just about any environment.

That's part of management, knowing what works for team and members.

Posted: Dec 19, 2021 2:25 PM

Keith Novak Tukwila, Wa, United States

I think you have to be a bit careful when defining "value" and at least make sure you are all speaking the same language. In lean terminology, it is about whether the customer would pay more for some activity. More than once I've seen people offended who perform an important job like a quality inspection, by referring to it as non-value-added. The customer is not paying for the inspection although it may be a necessary part of the value stream. They only expect a quality end product.

In EVM however, value is defined by the expected completion of planned work. Non-value added work in lean terms (the quality inspection) is measured as value using EVM because it was part of the plan.

Certainly you can break down "value" at the sub-project level and I can think of several examples in large construction projects. What is considered "value added" will depend on the perspective. The (3rd tier) sub tasks are consumable by the next step (2nd tier) in the value chain, however the 1st tier customer doesn't see value (a consumable product) until the 2nd tier is complete, so there is a much larger time gap.

Referring back to the OP's question on use of WBS, the sub projects can be the 1.1, 1.2, 1.3, etc. level. The 1.0 level is the integration layer that aligns the subs to the next higher level. Most of my career has been at the 1.0 level. The planned work aligned to the WBS can absolutely be used in EVM to track completion to plan. Whether it is actually consumable at the next higher level at any given point, is a question of perspective.

Posted: Dec 20, 2021 1:45 PM

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Breaking down large construction projects into smaller projects for better management

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