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Lean Construction Paradigm Management and Applying State-Of-The-Art Project Management Professional PMP®

Date: 3 July 2017 - 21 July 2017
Course ID: ADDS005/2017
Duration: 19 Days
Fee US $: 9750 US$
Venue: Chicago / USA
Category: Project Management, Construction Management, Contract, Tendering, Budgeting & Estimating

Introduction:

Everyone related to the construction process has incentive to get the project done faster and at a lower cost - from the project owners who want to see tangible results for their investment to the contractors and designers who want to do their job well and move on to the next project. Lean Construction is based on the holistic pursuit of continuous improvements aimed at minimizing costs and maximizing value on a construction project: planning, design, construction, activation, operations, maintenance, salvaging, and recycling.



On the other hand, the traditional Project Management art based on the PMI’s PMBOK® Guide is recognized as the state of the art project management methodology. Training program is coupling the benefits of this well-known traditional approach with the principals and application of the Lean Construction paradigm, which is also gaining increasingly recognition in the construction industry.

Objectives:

After completing this course the attendees will be able to:

1. Understand the concepts of the traditional - PMBOK® Guide based – project management processes

2. Apply the tools and techniques required to initiate, plan, execute, monitor & control, and close projects, through a case study project.

3. Review the main documents and tools needed to manage a project: project charter, project plan, project deliverables, project performance reports, change management reports, and project closure reports

4. Understand the concepts of the Lean construction paradigm and compare it to the traditional project management methods

5. Understand the Variation in Production Systems

6. Learn how to apply Pull in Production

7. Apply Lean Workstructuring

8. Understand the strengths and modules of the The Last Planner® System

9. Understand the Lean Supply Chain and Assembly concepts

10. Apply the Lean Design and Pre-construction concepts

11. Apply Problem-solving Principles and Tools in lean construction

Who should attend:

Owners representatives and professionals in the Engineering and construction industry, including design engineers, supervision engineers, construction managers, project managers and executives of owner and contractor organizations.

Daily Outlines:

Week One:

1. The Project Management Framework:

- The need for project management in today's competitive and global business environment

- Differences between project management and operation management

- Project life cycle and project organization structures

- Overall project management processes and project management knowledge areas

2. Initiating the project:

- Introducing the case study project, that will be used throughout the course

- Defining the need for the project

- Developing the project proposal / business case

- Developing the project charter content

- Assigning the project manager

- Approving the project charter

- Communicating the project charter

- Identify stakeholders

- Sample project Charter for the case study

- Sample Stakeholder Register for the case study



3. Planning the project:

- Develop Project Management Plan

- Plan stakeholders management

- Plan HR management

- Plan communications management

- Plan scope management

- Defining the project scope

- Create WBS

- Define Activities

- Estimate resources and duration

- Developing the project schedule

- Reviewing and approving the project schedule



Week Two:

- Estimating resources and costs and developing the project budget

- Developing the risk management plan and the response plan

- Developing the quality management plan

- Developing the procurement management plan

- Integrating the overall project management plan

- Approving the project management plan

- Sample project management plan including WBS, Schedule and other plans



4. Executing the project:

- Executing the project and accepting the deliverable

- Perform quality assurance

- Managing project communications

- Managing project team

- Managing project Stakeholders

- Conduct procurement and sign the contracts



5. Monitoring and controlling the project:

- Monitoring and controlling project work

- Overall project change management

- Control scope, schedule, and cost

- Performance measurement using Earned Value

- Preparing project performance reports

- Control quality

- Control communications and stakeholder engagement

- Control risk

- Control procurement

- Sample project reports

- Sample change management documents



6. Closing a project:

- Acceptance of the project product

- Documenting project files and lessons learned

- Close procurement and contracts

- Project closure report



7. Quick overview on the PMP® Exam procedures



Week Three:



8. Foundations of Lean Construction:

• List examples of Lean Construction in practice.

• Discuss benefits of Lean Construction.

• Define Lean Construction.

• Explain the origins of Lean Construction.

• Describe Lean Construction tools.

• Identify Lean Construction implementation opportunities.

• managing stakeholders expectations and engagement.



9. Variation in Production Systems

• Define the different types of variation

• Explain the concept of throughput

• Distinguish the concepts of throughput and work in progress

• Describe the role of variation in production operations

• List sources of variation in construction settings

• Explain variation mitigation techniques

• Contrast variation mitigation techniques



10. Pull in Production

• Compare batch-and-queue and continuous-flow production systems

• Distinguish push systems from pull systems

• Describe the impact of pull on production systems

• Explain pull strategies in construction operations



11. Lean Workstructuring

• Apply the methods and tools utilized in pull planning

• Describe the concept of Lean Workstructuring

• Outline the desired outcomes of Lean Workstructuring

• Describe the characteristics and application of the Last Planner® System



Week Four:



12. The Last Planner® System

Last Planner® System (LPS) was developed by the Lean Construction Institute (LCI) to plan projects in a way that produces predictable workflow and rapid learning using make-ready and weekly work planning sessions.

• Apply the Last Planner System on a project;

• Hold make-ready and weekly work planning sessions; and

• Calculate, track and analyze percent plan complete for a project



13. Lean Supply Chain and Assembly

• Differentiate between traditional procurement practices and lean supply chain applications;

• Identify waste and value-adding activities within the supply chain and assembly;

• Evaluate the impact of using lean supply chain on waste elimination, continuous flow and site operations pull;

• Identify strategies needed at the project and company levels to support the lean supply chain;

• List examples of process improvements to the lean supply chain;

• Expand lean beyond the individual project; and

• Create a value stream map to diagnose and improve the supply chain.

14. Lean Design and Pre-construction

• Distinguish between the varying definitions for design.

• Define value and commonly used methods to maximize it.

• Discuss waste and commonly used methods to minimize it.

• Differentiate between traditional project methods and lean design.

• Explain the various lean tools used in design and how to deploy them.



15. Problem-solving Principles and Tools

• Define the difference between traditional and lean problem solving.

• Describe how to create a team environment to solve problems.

• Explain how to create trust to avoid problems.

• Describe Observation Walks.

• Identify root causes of problems.





Training Method

o Live group instruction

o Use of real-world examples, case studies and exercises

o Interactive participation and discussion

o Power point presentation, LCD and flip chart

o Self-test and group activities

o Each participant receives a binder containing a copy of the presentation slides and handouts



Program Support:

This program is supported by interactive discussions, role play, case studies and to highlight the techniques available to the participants.



PMP and PMBOK are registered marks of the Project Management Institute, Inc.

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