2020Case17PMGroup

Contents Lean Construction Ireland Annual Book of Cases 2020 72 Ca e 17 These innovations in product and process have further enabled other organisation innovations such as: • Greater outsourcing of design. • Earlier and extended engagement of trade contractors. • Commissioning staff and end users. • Life-cycle package management. • Greater integration of equipment vendors. The project delivery organisation has evolved from a series of mini siloes where project delivery is advanced and handed-off in large batches of activity in defined sequence. DePD has enabled the project delivery organisation to more resemble a community of practice. The organisation and people management are focused on enabling the multitude of relationships necessary to support the project scope being defined, designed, constructed, and commissioned in a way that minimises waste and fully leverages the entirety of the human potential involved. It thus replaces the traditional contractual and adversarial approach that often optimised the parts to the detriment of the whole. The digital asset also extended the delivery process to customers beyond the traditional handover of the physical asset – the digital asset enables the competitive exchange of services to client operational business units. It has been quite typical for clients to expend significant waste in extracting information from handover documentation to transfer it to other systems. This waste can be virtually eliminated by appropriately using the digital asset to configure the information in the required format for an error-free transfer that can additionally preserve embedded meta-information. Management commitment and endorsement of digital project delivery was agreed when PM Group bid the current project. This meant that the expectation of improved performance was built into the project delivery expectations from the start. Previous projects had demonstrated/piloted the potential of DePD, and the decision to comprehensively apply DePD to the latest project was fully supported. The Project Execution Plan was supplemented with a full suite of Digital Project Execution Plans that described how the project would be delivered. These plans were used to engage and communicate with the full project team so that all design disciplines and all support functions such as procurement and project controls were on board with the change and aware of how it would benefit them and how they could support the implementation. Additional benefits include: • A Steering Team was put in place with senior management that met weekly to maintain the focus and ensure the levels of commitment were maintained, to address gaps or challenges, and also to communicate the benefits of digital delivery to the wider organisation. • Weekly clinics were put in place to deal with specific ‘digital issues’ that arose. An example includes sessions with package engineers and vendor to align information delivery expectations. • A comprehensive training program was introduced for all on-boarded project participants, and Department Managers were included to ensure support. • The project organisation included two full-time roles: a Digital Delivery Champion, and a Lean Delivery Champion. The former to provide the technical transformation and the latter to ensure the changes in work practice and subsequent elimination of waste were realised. Lean Initiative Improvements & Impact Figure 4. PM Group and Client Systems Alignment