2019Case18PMGroup

71 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 higher productivity. The BDS team set a goal of snag free construction and this has been realised with a number of the first systems having been successfully walked down snag free. Credit can be given to the team for sequencing works from a top-down approach to allow for quality installs. In conclusion, the intangible outcomes that LPS brings to the project team is where the real benefit lies for the BDS Project. The biggest challenges are developing and maintaining strong collaborative relationships and overcoming adversarial “turf battles” by dealing pro- actively with interfaces through working together effectively. A construction manager and management team can str ive only so much to create a “team environment” with respective contractors, but complete commitment is needed at every level of the team to generate and achieve the highest level of safety, progress, and quality. It has been the experience on the project that the LPS approach as summarised in this case study assists greatly in achieving this outcome. Figure 5. PM Group LPS Flowchart