
Project Production InstituteProject Production Institute
Project Production Institute
About
56
Publications
4,758
Reads
How we measure 'reads'
A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text. Learn more
32
Citations
Publications
Publications (56)
The stage gate project development approach, as adopted by the engineering and construction industry, was designed as a business process both to meter spending prior to the investment decision and yield predictable outcomes. It has been widely implemented across industrial capital project sectors such as energy, mining, infrastructure, chemicals an...
To deliver projects predictably, organizations rely on the use of schedules and various techniques to create and visualize them, including Critical Path Method (CPM), Gantt charts, and physical/virtual “stickie note” plans to name a few. Schedules may be created either by highly skilled schedulers or through collaboration with input from various pr...
Capital project owners and service providers may be blind to the fact that working with excessive amounts of inventory contributes to longer schedules, cost overruns and impact to cash flow, which negatively affects return on investment. On the other hand, not enough inventory and the project will not achieve the required throughput while also comp...
To meet the demand for infrastructure created by digital transformation, energy transition, and the need for commercial and residential space, owners and their contractors continue to move work offsite in an attempt to reduce the duration of site construction by increasing the amount of parallel offsite work. At the same time, from hospital modules...
One of the most significant differences between conventional project management and Project Production Management is the view of inventory. In large capital projects, a usual practice is to amass as much inventory as possible, because “schedule will be met if everything needed is already onsite”. Almost no consideration is given to the potential im...
Current project management practice focuses primarily on what to build (scope), when to build (dates) and who will do the work. Schedules depicting what work needs to be done by whom, and when it needs to be done, establish overall expectations (what should / want to happen) and are used as the basis for reporting and forecasting of project progres...
Nuclear power is returning to the energy agenda in Europe and elsewhere across the globe because of the challenges of Climate Change and a refreshed understanding of the need for energy security. Nuclear power has a cost problem which is largely driven by the high cost of construction and long build schedules.
This paper addresses the key ways of...
Robotic Process Automation (RPA) is a rapidly evolving technology that has been widely adopted in various industries for its ability to automate repetitive and rule-based tasks. In this paper, we present a case study of RPA implementation for Estimating Services within Saudi Aramco. The implementation of RPA has led to increased productivity, reduc...
The concurrent development of product designs and process designs, typically to achieve a balance of customer requirements, product functionality, and predictable buildability, is one effective technique in the pursuit of industrialized construction. Too many customer requirements and functions, and the product becomes difficult and unpredictable t...
Getting projects off to a good start is the aspiration of every project manager and a critical first step towards smooth flowing work later. Unfortunately, many of our large projects are stymied before the construction team gets a chance to mobilize. Few aspects of project delivery are more disruptive or wasteful than discovering the desired scope...
Managers of construction projects have been focusing on cost, schedule, quality and safety to measure project performance using conventional metrics from administration management. These conventional metrics have led them to underestimate or overlook how variability, prerequisites for starting work, and work-in-process (WIP) affect project performa...
Construction simulation models often need to interrupt activities in progress when events such as equipment breakdowns or differing soil conditions are encountered. The new functions and statements to support activity preemption directly in the STROBOSCOPE simulation system are described and illustrated by two examples. The first example involves m...
The future of capital project execution for the heavy industrial sector needs to look at innovative ways to improve productivity and project success, including focusing on the product design lever through implementation of productization methods. The benefits of a productization strategy are not well known, however industrial productization is beco...
Target Value Delivery (TVD) is a process for setting project value targets and the corresponding cost targets prior to design, then steering design and construction to those targets. Doing so has proven to consistently deliver value for money. This paper describes how TVD differs from other project delivery processes and how to do TVD successfully.
Few topics evoke such controversy among project leaders, both owners and contractors alike, as much as contracting strategy. Deeply held beliefs reinforced by structural foundations drive decisions on contracting strategy regardless of what actual performance data suggest.
Owners and contractors are not inherently misaligned. Owners want competiti...
Productivity trend graphs are often used to track progress (or lack thereof) for labor productivity improvement in various industries over a span of several decades.
This article offers a broader perspective on the magnitude of the productivity problem in the ‘construction industry’ that has existed for over a hundred years ago by analyzing indust...
Based on reported success using Agile for software development in their IT Departments, executives are looking at more widespread application of Agile in their companies.
One such application is the design and construction of capital assets. However, software development projects and capital projects are fundamentally different for a myriad of rea...
The COVID-19 global pandemic has highlighted shortcomings and risk of supply chain decisions made with the aim to reduce cost. Specifically, how the adoption of “Just in time” by manufacturers has driven reduction of intermediate storage and “global sourcing” has driven supply from distant low-cost sources.
The current upheaval in supply chains ha...
Ongoing analysis of efficiency in construction compared to other industries indicates construction continues to fall further behind. There are several reasons for this, but one that is most prevalent is the difference in approach to design and engineering between advanced industries such as aerospace, automotive, etc. and the construction industry....
Autonomous vehicles—on the road, in the air, or over the water—are expected to disrupt business processes, operating costs, and economic models. Logistics and supply chain operations will be deeply affected, as will the relationship between service providers and customers.
If autonomous vehicles are to come into wide use, an array of complementary...
The 2018 PPI Symposium incorporated significant discussion about the role of digital technology including artificial intelligence, machine learning, IoT sensor and autonomous in support of Project Production Management (PPM) as the means to achieve better project outcomes. Though the relationship is obvious for many, the connection is not apparent...
The effective implementation of Project Production Management (PPM) requires a clear understanding of production processes within a given project production system – how they transform information and materials into outputs using capacity contributors (labor, equipment, space) and based on specific objectives, policies and requirements. This brings...
The delivery of a project is most often planned and controlled using a schedule. Though common, this approach focuses on the demand side only. By this, we mean that the customer (owner, program manager, construction manager, etc.) sets forth what is needed from the network of service providers (designers, engineers, fabricators, contractors, etc.)...
One of the primary underlying tenets of Project Production Management (PPM) is that operators can and should be calculating the appropriate level of inventory required within and between each task in their project. While almost all operators track inventory, or WIP, few to none know what that inventory should be. In addition, there is a lack of cla...
Supplier production and on-time delivery of material is a vital element of any major capital project’s success. Project management teams are often ignorant of supplier operations management practices and thereby suffer loss of major opportunities to improve project performance.
In this paper, we provide insight for project management teams into ap...
Herein we describe a refinement of the well-known Cycle Time Formula, introducing two new components into the formula. One component describes the “wait-to-match” time of different routings in a production system converging at a single point, such as in an assembly operation. The second component accounts for “planned time buffers” – the time that...
During the past few years, oil and gas executives have begun to profess they use a “factory” or “manufacturing” approach to field development. Terminology such as “factory” or “manufacturing” is intended to connote a sense of improved operational efficiency, compared with what was achieved with previous approaches to field development.
What is mea...
The basic relationship, WIP = CT x TH known as Little’s Law has wide application in both production systems as well as projects [1]. However, when some parts/tasks are never completed because they are either scrapped (yield loss) or have become obsolete (as in a project), the application becomes a bit more complex. This study presents an analysis o...
Over the period 2014 to 2018, US unconventional operators reduced well breakeven costs in response to oil prices falling from a median price of $76/barrel in 2014 to just under $50/barrel in 2018. As oil prices begin increasing again, investors question whether these cost reductions are genuinely sustainable, achieved by long term structural change...
How can a systems engineering approach be applied to the project delivery process in the design and construction of built infrastructure? First, this paper articulates how infrastructure can be seen as a system of interest, a complex production system that is operated and delivered through enabling production and work systems. Second, it considers...
An article in a previous edition of this Journal outlined the evolution of project management over three distinct Eras. Eras 1 & 2 encapsulate conventional project management thinking, while Era 3 describes a Project Production Management framework that views projects as temporary production systems and applies Operations Science to optimize projec...
Over the last thirty years, the practice of benchmarking capital projects and performing statistical analyses to infer trends and best practices, has become a standard for the evaluation of capital project performance. Over that period, despite the emergence of many recommended best practices to improve project performance derived from benchmarking...
The first volume of the PPI Journal included a tutorial article on Little’s Law, explaining the fundamental relationship between throughput, cycle time and work-in-process (WIP) for all production systems, including those that are contained within capital projects. For those new to Operations Sciences, a more naïve interpretation of Little’s Law le...
The Product-Process Matrix, first proposed by Hayes and Wheelwright, is a fundamental concept in Operations Science. Products made in production systems vary in complexity, ranging from highly customized low volume products to commodity, standard high-volume products. The Product-Process Matrix describes how certain types of production processes ar...
Value Stream Mapping (VSM) is a term that describes a family of popular techniques used to analyze production systems. Popularized in the 1980s by Womack and Jones [1] and the Lean movement, VSM is a staple tool associated with lean practitioners. Modern day practice of VSM, heavily influenced by the book by Rother and Shook [2], is to map a curren...
For years now, project managers have been applying a methodology called Project Production Control (PPC) to assist them in delivering projects on time and under budget. While there have been several papers on how PPC is different from traditional project management methods, none have described these from a probabilistic/statistical viewpoint. This...
A significant gap exists around how to manage work at the frontline, or the point of installation. The inability to effectively manage execution of work is a key reason projects continue to suffer from cost and schedule overruns along with the associated claims. The Institute’s principals have come to this conclusion through conversations with nume...
Project Production Management (PPM) is sometimes described as “applying manufacturing techniques to projects,” implying that PPM only applies to scenarios with highly repeatable and predictable conditions. Consequently, many experienced project professionals mistakenly believe that PPM denotes a “manufacturing approach” to capital projects. To the...
The ever-increasing lead time for products (including materials and permanent equipment) required to deliver a capital project results in increased project delivery costs and operating costs for owners, not to mention the associated loss of revenue and related lost opportunity cost.
This paper outlines the cost of long lead time and provides the r...
Project Management aims to address the myriad technical, human, organizational and managerial issues encountered during project execution [1]. Over the past two decades, different variants have emerged, including Lean Project Management, Agile Project Management, Scrum, Theory of Constraints and Extreme Project Management, to name a few. Lean Const...
In the previous edition of the Journal, we featured a tutorial article on Little’s Law, which is a fundamental relationship between Throughput (TH), Cycle Time (CT) and Work-In-Process (WIP). These core variables are found in all production systems, including those that are contained within capital projects. A naïve interpretation of Little’s Law f...
In the first three months of 2017, three important reports were published on the future of the construction industry and the delivery of new infrastructure [1 – 3]. These reports highlight the distinct challenges we face in developing our economic and social infrastructure, and the woeful performance of the global construction industry over the pas...
Since 2010, Hess has led the oil & gas industry in the application of Project Production Control to the execution of oil & gas operations. Using methods and techniques originally developed for optimizing manufacturing and production processes to work execution in oil & gas operations, the company has achieved both significant cost reductions and in...
The terms pull and lean production have become cornerstones of modern manufacturing practice. However, although they are widely used, they are less widely understood. In this paper, we argue that while the academic literature has steadily revealed the richness of the pull/lean concepts, the practitioner literature has progressively simplified these...
What is a Production System? Different disciplines, ranging from manufacturing to civil engineering and construction to project management and Lean, refer to the term, but few define it. One can only assume its meaning is generally taken to be self-evident from the constituent words. However, for purposes of Project Production Management, as with o...
In the previous edition of this Journal, we outlined a three-phase research program to explore ordering and scheduling practices that lead to earliness and delays in materials and equipment delivery in capital projects. Usually, owner-operators and their EPC’s look to minimize the risk of schedule delays due to late materials and parts delivery by...
In the United States, one of the few areas of political confluence appears to be around the need to address the country’s crumbling infrastructure. As priorities in governmental spending have shifted toward social objectives, investment in infrastructure over the past several decades has been woefully inadequate, not only in terms of expansion to k...
Supply process flows are critical to the successful delivery of infrastructure projects and associated key business drivers (growth, reduced costs or lead times, reliability, etc.). Implementing a Project Production Management (PPM) structured approach with suppliers is essential to capture value within the supply network, extending beyond conventi...
Project managers want projects delivered on time and under budget. Unfortunately, most project managers are handicapped by flawed, or plain wrong, decision-making models for controlling the complexity and variability inherent in project management. The history of project management has been a progression of focus on cost and schedule using ever-new...
Fifty years ago, the author published a paper in Operations Research with the title, “A proof for the queuing formula: L = λW” [Little, J.D.C. 1961. A proof for the queuing formula: L = λW. Oper. Res. 9(3) 383- 387]. Over the years, L = λW has become widely known as “Little’s Law.” Basically, it is a theorem in queueing theory. It has become well k...
Advanced Work Packaging (AWP) refers to an approach for planning the delivery of capital projects that aims to maximize productivity at the work face by aligning the deliverables of engineering design with what is needed in construction. The term Advanced Work Packaging was coined only a few years ago, and industry implementation to date appears to...
Since it was first published over 50 years ago, Little’s Law has been applied, with great success, to numerous fields such as telecommunications networks, retail supply chain management, logistics and manufacturing. But is it applicable to project delivery? If so, how can we benefit from its use? In the first of what is intended to be a series of s...
The primary purpose of this paper is to first define and then differentiate Project Controls and Project Production Control. The paper also provides a brief historical perspective and examples of the application of each discipline. The paper concludes that although the two disciplines are distinct, each plays a different and important role in Proje...
Project management can be viewed as having developed over 3 distinct time frames, or Eras, in response to the evolving nature and needs of projects over time. Viewing project management through the framework of the 3 Eras provides a number of useful insights described in this article. Conventional project management, as codified by the Project Mana...
Some of the most important and expensive activities in onshore oil and gas field development involve the use of drilling rigs. Using a production systems perspective, this paper presents a method to optimize onshore drilling rig fleet size and schedule considering reservoir management and operational objectives, namely maximizing production volume,...
The United Kingdom is in a new era of infrastructure development. Our infrastructure is mature and in need of renewal. Most investment is in existing networks and facilities, where it competes for space with the delivery of services to customers. And infrastructure is becoming more integrated and more reliant on digital technologies to provide new...