Steve RamsdellPM I| BergelectricQueen Creek, Az, United States
I have been in construction for going on 20 years now. From an apprenticeship I rose up to a Project Manager. Going on 3-4years now I have been doing Project Management full time and all my experience in that is from school, classes, online learning, and years of field work.
I have seen in my studies that there are some things I believe would be really effective if utilized in the construction field (e.g. PM styles like agile for instance) but I have yet to see anything really utilized. I know first hand how hard it is to get construction to adapt to change, but I am wondering if it is just my experience or if others have seen what I am saying in that “Project Management in construction” is nothing like what I read and study or seen others doing.
I utilize my toolbox of PM for myself because I wouldn’t know where to start to try to change it, but I am wondering if it is either I have just been on a rough side of an industry that refuses change and hates it in general or if others have seen it as well.
I appreciate the feedback/conversation Saving Changes...
In case you have chosen a weak PM then you can not easily change him/her, so need Agile Approach from PMO and Lead of Project to compensate his weakness, I had similar experience in one big project and it worked well ... Although there are some other approaches that you can choose but depend on type of project. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The problem still remains. More of the comments above are written thinking Agile as a method. Agile is not a method. When you understand that, you will take the opportunity to add value to your organization by implementing Agile. Relating the original question, in the construction project where I have applied it, we use MoSCoW technique to prioritize needs (that means before we started working to transform them into requirements). People take the easy way to implement Agile by using a method. Why? Because to implement Agile as Agile was born organizations must define what is a client for them, what is value for their client and what is quality for the organization. To do all that at top organizations must define which is their business (an organization could have more than one business defined). All that path is not easy because it is a matter of strategy. So, they usualy take the "Silver Bullet" way. Then they fail. Saving Changes...
We can not say Agile as a Method but we can not say Agile as Practice as well, It is better to mention Agile Approach..
MoSCoW is often used with time boxing, where a deadline is fixed so that the focus must be on the most important requirements, and as such is a technique commonly used in agile software development approaches such as Scrum, rapid application development (RAD), and DSDM.
In Construction works, you have many requirements and MoSCoW method can be prioritized the impact of high/medium/low requirements in project and first to be removed. Requirements are not only solution for managing the construction activities, you may know the all impact of requirements but you could not plan well to deliver on time within budget.
I prefer "PRINCE2 Agile" which is a solution combining the flexibility and responsiveness of agile with the clearly defined framework of PRINCE2 ... This is more sensible in construction field.
...
1 reply by Sergio Luis Conte
Nov 20, 2017 4:23 AM
Sergio Luis Conte
...
MoSCoW is a method to prioritize. It does not matter time-boxing or other type of things. Is not tied to work with time boxing or not. And it is not tied to software. That is basic in Agile and other disciplines/pracitces: you have to use what best fit to the initiative. We used MoSCoW into a construction project. Agile if more than an approach, like Lean. When people put Agile in practice (as Lean) then they understand the essence. PRINCE2 Agile is an "innovation" derivated from DSDM. DSDM plus PRINCE2 was the genesis of that. At the end, it does not matter. Once again, people trend to talk about methods when talk about Agile. And that is totally wrong. As I mentioned, today we are appying Agile with waterfall based life cycle for example in my actual work place.
Peyman, I agree with you that Prince2 is more suited. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Nov 19, 2017 2:09 PM
Replying to Peyman Mokhtarzadeh Sharabiani
...
Sergio
We can not say Agile as a Method but we can not say Agile as Practice as well, It is better to mention Agile Approach..
MoSCoW is often used with time boxing, where a deadline is fixed so that the focus must be on the most important requirements, and as such is a technique commonly used in agile software development approaches such as Scrum, rapid application development (RAD), and DSDM.
In Construction works, you have many requirements and MoSCoW method can be prioritized the impact of high/medium/low requirements in project and first to be removed. Requirements are not only solution for managing the construction activities, you may know the all impact of requirements but you could not plan well to deliver on time within budget.
I prefer "PRINCE2 Agile" which is a solution combining the flexibility and responsiveness of agile with the clearly defined framework of PRINCE2 ... This is more sensible in construction field.
MoSCoW is a method to prioritize. It does not matter time-boxing or other type of things. Is not tied to work with time boxing or not. And it is not tied to software. That is basic in Agile and other disciplines/pracitces: you have to use what best fit to the initiative. We used MoSCoW into a construction project. Agile if more than an approach, like Lean. When people put Agile in practice (as Lean) then they understand the essence. PRINCE2 Agile is an "innovation" derivated from DSDM. DSDM plus PRINCE2 was the genesis of that. At the end, it does not matter. Once again, people trend to talk about methods when talk about Agile. And that is totally wrong. As I mentioned, today we are appying Agile with waterfall based life cycle for example in my actual work place.
...
1 reply by Peyman Mokhtarzadeh Sharabiani
Nov 21, 2017 1:34 PM
Peyman Mokhtarzadeh Sharabiani
...
Sergio
In 2003, Mary and Tom Poppendieck realized the Lean principle that was used to improve manufacturing and production could be adapted to fit software development. Since then, organizations have realized Lean can be used in any business or process. A Lean organization understands and focuses on maximizing customer value.however Lean introduces two major concepts: eliminating waste and improving flow. Scrum and Lean both are technique of Agile approach, Scrum's primary goal is on the people, while Lean focuses on the process. I do not understand your statement that: Agile if more than an approach, like Lean.
Regarding applying agile with waterfall based life cycle, I do not understand ! those are different and you can not mix them... Advantages of waterfall model: This model is simple and easy to understand and use. It is easy to manage due to the rigidity of the model and each phase has specific deliverable and a review process. In this model phases are processed and completed one at a time.the waterfall model is a linear sequential (non-iterative) and traditional!
Saving Changes...
MARK A ANNUNZIATA, SrVP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FLDammam, Eastern Province, Saudi Arabia
Gentlemen-
Are any of you (respondents) Active as Project Managers on a Building Construction Site?
If so, I am anxious to hear your Field Implementation of any of the Processes described above. Please give us a detailed description and lessons learned of how you convinced and taught your field personnel and staff to apply these methodologies to our Industry.
I am extremely interested in hearing your story-please detail the project!
My first hand experience is working for a small residential renovation company. As you may know, these projects are notoriously difficult to predict and often run out of scope, over schedule and drain bank accounts. I had the good fortune of working with a contractor who was keen to implement project management processes to improve project outcomes. We have been working together since then to develop our own online management system designed for small to medium sized contractors.
Because my background is art and education before I came into construction, I am used to developing detailed plans and then responding to emerging phenomena in the field. That is the approach we are taking to managing projects in construction. Our experience is that detailed estimates are only useful for work that is visible, and thus, predictable. We combine the pre-planning strengths of waterfall project management with a rolling wave method for planning successor tasks and deliverables. This results in a much stronger system of monitoring and control during execution, as well as predicted change management to ensure client authorization and understanding to sign off on emergent issues or opportunities.
This discussion has been very helpful to understand the different approaches that are being applied in the field.
My observation of the field is: 1) construction projects follow pre-existing descriptions of work ie. Master Format; 2) construction projects follow predictable work processes to complete (ie. demolition, excavation, foundation, framing, finishing etc.); and 3) every construction project is unique and requires customized response-ability depending on a wide variety of variables that can impact project outcomes (ie. government policy, cultures of accountability/corruption, site conditions, weather conditions, labor conditions, materials/supply conditions, sub-contractor conditions, architectural/engineering/environmental coordinations, contractor quality standards/ethics/work habits, etc.).
Our field implementation includes ensuring appropriate strategic goals have been identified to guide project planning and decision making during execution. We prioritize integrated design process during planning to ensure congruity between architectural, engineering, and field conditions prior to execution. During execution we utilize mobile field technology to provide task instruction as well as task accountability. Daily field data is processed to track EVM and ensure emerging conditions or issues are addressed before they require re-work or change orders. Daily field data means we are able to quickly generate weekly status updates and progress reports to track risks and manage quality, as well as approval criteria and supplementals.
In our prototype cases we have seen a significant drop in project overruns and a commensurate increase in client satisfaction, which resulted in reduced effort to manage stakeholder assumptions and expectations.
We are continuing to develop our prototype digital management system, which incorporates PMI practice standards and frameworks, in conjunction with an enabling digital management system (online infrastructure, digital devices, software applications). What we are finding is that it is necessary to change not only the project management and digital skill levels of managers and contractors in the field of construction, it is also necessary to change the culture of construction ethics and practices.
These changes will come as profitability increases and risk decreases from more transparent accountability to manage the construction projects.
My 2 cents. Saving Changes...
MARK A ANNUNZIATA, SrVP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FLDammam, Eastern Province, Saudi Arabia
Jenny-
I am very impressed by your attitude towards the Construction Process!
However, What you are describing is not Agile or Waterfall. It is the standard operating procedure for setting up an accurate schedule (whether through the use of WBS or not) and sticking to it. I would suggest to you that your end of the business-while high risk for Scope Creep- is relatively simple based upon the low complexity of tasks and work packages. My Guess is that the quantity of tasks involved numbers in the hundreds?, but on a normal Build (even 1 house) those tasks number in the 2000? range.
I would be very interested to see you be able to Scale Up your field reporting system to a large Project. You are definitely on the right track!
Let's try to avoid "adopting" the IT latest fashions--they (Agile, Waterfall) have no place in our Industry.
While I have been postulating about the fact that the construction industry is not an industry that widely adopts or promotes the use of project management frameworks, methodologies from accredited bodies such as PMI, I have to disagree with our resident general contractor here and mention the fact that Prince2 for example has been used for well over a decade in many construction and government infrastructure projects; the UK Highways Agency comes to mind. I was involved in a small motel project and we did use Prince2, alas to the groans and bewilderment of the general contractor (this was in the Philippines). Further, without getting into the semantics argument again of late between the correct use of the word waterfall, I would have to also disagree and state that construction projects of almost all kinds in fact emulate waterfall to a tee. Saving Changes...
MARK A ANNUNZIATA, SrVP/EXPERT CONSULTANCY TO THE CONSTRUCTION INDUSTRY| ROMAN STRUCTURES, INC WELLINGTON FLDammam, Eastern Province, Saudi Arabia
Sirs-
Let's leave the emotions elsewhere. You should check my CV. I have vast experience in every sector of My Industry. Currently, as Director I have 1B usd under my purview, and my smallest Project as Sr. PM in the past 5 years has been above the 200M usd range.
Plainly speaking, In my Opinion, your contribution does not come from actual Project Management (as the PM) experience.
I welcome the challenge and input from anybody that has significant Construction Industry Management Experience! The "residential contractor" comment was incorrect.
