Lean Construction Ireland Annual Book of Cases 2021 22 Case 5 the detailed actions of each task from left (backlog) to right across the board. Each task is hyper-cared to hand-off and completion with twice-daily huddles at 10:30 and 15:00 daily to ensure all obstacles are removed to allow the Agile Craft Teams operate at speed in closing out tasks. In parallel, the next trade in-line had greater visibility of when they could, to the nearest hour, commence the critical tasks to bring the system nearer completion. Figure 3. Early-2019 Scrum Board to achieve MC on HVACAHU The teammembers in the huddle in Figure 3 are DPS Construction Manager (ScrumMaster),Client Representative,Electrical Contractor Supervisor,DPS Electrical Supervisor,DPS Commissioning Manager, DPS Mechanical Supervisor, and DPS HVACDesigner. To assist final hand-over of mechanical and electrical systems, Scrum achieves the micro-planning and task-step detail that would not be available from the traditional LPS as used on the project. Focused one-week or two-week sprints keep the eye on the prize. Case #2 – LPS Constraints Much has been written advocating the benefits of LPS towards improving project outcomes. LPS is a series of interconnected functions and optimum results will only accrue from effective execution of each function.The constraints identification and resolution process are a key enabler of smooth and even workflow – a constraint is anything that will prevent a task from starting or finishing as scheduled, except prerequisite work identified on the phase schedule.The DPS Group LPS and project execution experience has highlighted the constraints management process as the single greatest contributor to effective LPS implementation. Traditionally, identified constraints would have been logged on an excel sheet and would be emailed to the person identified as best placed to resolve it.This process was slow and tedious as someone had to constantly chase individuals to address their assigned constraints, and there was much back and forth seeking clarity around both the ask and the response. In 2018/19 the average resolution time per constraint was 17.5 days. By applying Scrum and Kanban to the constraints process, this duration was reduced by mid-2020 to 3.2 days per constraint.Virtual platforms likeTrello and Microsoft Planner greatly assisted this process, and Figure 4 illustrates the improvements generated. The improvement presented in Figure 4 resulted from a dedicated implementation specifically focused on the constraints process.The steps were as follows: i. EachTeam member (DPS site supervision, design team support, Client representatives, Contractor supervisors) received training on the Scrum process and on setting up theTrello or Microsoft Planner platforms on their laptops, I-phones and/or I-pads. ii Senior management commitment was received from each stakeholder’s leadership relating to collaborative engagement with the proposed constraints process. iii. Any identified constraint is logged on the backlog of theTrello Scrum board with a description of the issues and the ask. Photographs, drawings or sketches can be added to visualise the issue.The key person required to resolve the constraint must be identified. Others required to be informed or to support the process should be copied. iv. At least once daily (sometimes twice), the Scrum board is reviewed by theTeam to ensure the constraints resolution process is flowing and to prioritise focus on the highest value items. v. When the process is working smoothly, constraints are often resolved before the huddle has taken place. vi. The process requires an owner (Scrum Master) to confirm constraints noted as closed are indeed closed to the satisfaction of all parties, and to ensure any change introduced is recorded for financial, safety, and quality accountability. An example of using aTrello Scrum board to transition construction to field close-out is presented in Figure 5. Management of constraints through the Scrum framework has proven to positively supplement the LPS process on our construction projects. Case #3 – Scrum in Design Scheduling The design process often lacks effective planning and control to minimise the effects of complexity and uncertainty, to ensure that the information available to complete design tasks is sufficient, and to reduce inconsistencies within deliverables.While design work does not have the hard logic of construction work, it is still accomplished in a network of commitments made among specialists.That network can be designed and managed so that the work that should be done, can be done, and will be done.While some adaptations have been made, the Five LPS Planning Conversations remain the same except the Look-ahead Planning Conversation shifts to Design Cycle Planning.Also, instead of the traditional weekly work plan or commitments log, DPS Group utilise a Sprint Backlog to generate a two-week batch of design work.All design disciplines engage with Figure 4. Construction Resolution Improvement
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