Project controls have traditionally been focused on after-the-fact detection of variances. This thesis proposes a control system, the Last Planner system, that causes the realization of plans, and thus supplements project management’s concern for management of contracts with the management of production.

The Last Planner system has previously been successfully applied by firms with direct responsibility for production management; e.g., specialty contractors. This thesis extends system application to those coordinating specialists, both in design and construction, through a series of case studies, one of which also explores the limits of unilateral implementation by specialists.

In addition to the extended application, two questions drive this research. The first question is 1) What can be done by way of tools provided and improved implementation of the Last Planner system of production control to increase plan reliability above the 70% PPC level? Previous research revealed substantial improvement in productivity for those who improved plan reliability to the 70% level, consequently there is reason to hope for further improvement, possibly in all performance dimensions, especially with application across an entire project rather than limited to individual specialty firms. That question is explored in three case studies, the last of which achieved the 90% target.	

The second question is 2) How/Can Last Planner be successfully applied to increase plan reliability during design processes. That question is explored in an extensive case study, which significantly contributes to understanding the design process from the perspective of active control, but unfortunately does not fully answer the question, primarily because the project was aborted prior to start of construction. However, it is argued that Last Planner is especially appropriate for design production control because of the value-generating nature of design, which renders ineffective traditional techniques such as detailed front end planning and control through after-the-fact detection of variances.

Issues for future research are proposed, including root cause analysis of plan failures and quantification of the benefits of increased plan reliability for both design and construction processes.

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The last planner system of production control

There has been much prescriptive work in project management, exemplified in various "Bodies of Knowledge". However, experience shows some projects overspending considerably. Recently, systemic modeling research into the behavior of large projects explains project oversponds by "systemic" effects and the (sometimes counterintuitive) effect of management actions. However, while this work is becoming more widely known, embedding the lessons in project-management practice is not straightforward. The current prescriptive dominant discourse of project management contains implicit underlying assumptions with which the systemic modeling work clashes, indeed showing how conventional methods can exacerbate rather than alleviate project problems. Exploration of this modeling suggests that for projects that are complex, uncertain, and time-limited, conventional methods might be inappropriate, and aspects of newer methodologies in which the project "emerges" rather than being fully preplanned might be more appropriate. Some of the current literature on project-classification schemes also suggests similar parameters, without the rationale that the systemic modeling provides, thus providing useful backup to this analysis. The eventual aim of this line of work is to enable project managers to choose effective ways to manage projects based on understanding and model-based theory.

Assessing and moving on from the dominant project management discourse in the light of project overruns

A review of the recent contribution of systems thinking to operational research and management science

One of the most successful areas for the application of system dynamics has been project management. Measured in terms of new system dynamics theory, new and improved model structures, number of applications, number of practitioners, value of consulting revenues, and value to clients, “project dynamics” stands as an example of success in the field. This paper reviews the history of project management applications in the context of the underlying structures that create adverse dynamics and their application to specific areas of project management, synthesizes the policy messages, and provides directions for future research and writing. Copyright © 2007 John Wiley & Sons, Ltd. Syst. Dyn. Rev. 23, 157–189, (2007)

https://onlinelibrary.wiley.com/doi/pdf/10.1002/sdr.377

System dynamics applied to project management: a survey, assessment, and directions for future research

Successful development projects are critical to success in many industries. To improve project performance managers must understand the dynamic concurrence relationships that constrain the sequencing of tasks as well as the effects of and interactions with resources (such as labor), project scope and targets (such as delivery dates). This article describes a multiple-phase project model which explicitly models process, resources, scope, and targets. The model explicitly portrays iteration, four distinct development activities and available work constraints to describe development processes. The model is calibrated to a semiconductor chip development project. Impacts of the dynamics of development process structures on research and practice are discussed. © 1998 John Wiley & Sons, Ltd.

/pdf/dynamic-modeling-of-product-development-processes-3s83qegvel.pdf

Dynamic modeling of product development processes

The role of system dynamics in project management

Recent dramatic project failures have weaknesses in the traditional approaches to project management and in particular their failure to cope System dynamics models provide a useful tool for a more systematic management of these strategic issues. There have been a number of applications of system dynamics in project management; this experience permits a tentative comparison with the more traditional approaches and to examine the particular benefits of system dynamics. The conflicts of opinion between their supporters stress the different perspectives underlying the two approaches. The comparison of the approaches is focused on the “view” of the project management process. Although, ultimately, they both assume a system perspective, a cycle of planning, implementation and control, the level of detail in which they consider the project system is different. Traditional models . highlighted The increasing rate of change and the complexity of the new technologies and markets impose the need for quick and effective responses. As a consequence many organisations are now adopting “management by projects” as a general approach (Turner 1993) and project success is a primary factor for the survival and prosperity of organisations. However, projects are also becoming more complex and project failure is unfortunately another major trend. Over-runs of 40 to 200 per cent are common, while other projects are cancelled before completion but after considerable expenditure (Morris and Hough 1987). The important role of project management in modern life has highlighted some of the deficiencies of traditional techniques and the search for an alternative. Traditional techniques can encourage a narrow, operational view of the project, concentrating on the detailed planning and several studies (Davidson and Huot 1991; Morris and Hough 1987) have identified the need for a more strategic approach. Systems dynamics appears to offer this strategic alternative, assuming a holistic view of the organisation with an emphasis on the behavioural aspects of projects and their relation with managerial strategies. This paper addresses the need for a better understanding of the nature, differences, similarities, and purposes of traditional and system dynamics approaches. If system dynamics models are to play a core role in the future developments of project management, it is important to understand their distinctive contribution to the current body of knowledge and their place in a future methodology.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/%28SICI%291099-1727%28199622%2912%3A2%3C121%3A%3AAID-SDR99%3E3.0.CO%3B2-X

Alexandre Rodrigues

Papers

The role of system dynamics in project management

System dynamics in project management: a comparative analysis with traditional methods