collaborative planning starting at the design mr chris wearne, ch2m
TRANSCRIPT
Collaborative PlanningStarting at the design
Mr Chris Wearne, CH2M
Introduction – Chris Wearne, MICE
33 years experienceProject manager: construction, design, client
Trained to Lean Sigma Green Belt
Trained Facilitator, Foundation level, APMG
Lead facilitator, Boston Manor Viaduct repair
Lead Author, ‘Collaboration in an Emergency…’, ICE Proceedings, Feb 2014
Collaborative Planning experience
Construction Design Design/Const Boston Manor Viaduct M25 Bearing Schemes M1 J39-42 M’g’d M’way
Dartford Tunnel Safety M4 Managed M’way DCO Doha Expressways, P15
M62 J30-2 Pinchpoint M4 Smart M’way
M18 J1-3 Pinchpoint A14 Cambridge – Hunt’n
M6 J2-4 Smart M’way
L Thames Cross’g, options
Lofthouse Juct feasibility
And advice to many others working in Local Authorities, Rail, in UK and abroad.
Boston Manor - emergency works
The backgroundFloods and water shortages
Border Agency experiencing difficulties in processing arrivals to UK
Group 4 unable to recruit 10,000 security guards
M4 is the main link from Heathrow airport to Olympic Park
Repairs included 30 splice plate repairs to 2.5m deep plate girder
Massive public and media interest and government pressure
“Of all the gin joints,
in all the towns, in all the world…
she has to walk into mine.”
“Of all the viaducts,
on all the routes, in all the network…
it has to be this one.”
Airport Site Olympic Park
Boston Manor - emergency works
1km long bridge2.5m plate girders30 crack repairs32 splice repairs
Carries M4 over:Car parks and parksOffices and housingUniversity buildingsThe A4
Boston Manor - emergency works
What we didCollaboratively mapped interdependencies to create a Master Plan
Short interval reviews – daily meetings, 7 days a week
Reviewed and addressed reasons for ‘non-delivery’
Created a live visual display to inform and engage those involved
Repair completed on Friday 13 2012, start of arrival of Olympics traffic
Graham Dalton noted in blog ‘Lean Techniques really work’
Collaborative Planning - a baseline
4 principles Plan as an Integrated Team
Short Interval Review
Analyse Learn & Improve
People - Inform & Engage
Works for design as for construction? Yes
Planning as an Integrated Team
30 years experience? 614 years!
Planning as an Integrated Team
Planning as an Integrated Team
Some tips that have worked for me:Get a group on their feet inside an hour or two
Think ‘clusters’ eg highways / bridges / geotech / drainage
Big picture, medium term, then immediate
Concentrate on handovers, dependencies
Clients have more influence than they see
Sit down to list out problems, stand up to discuss and solve them
Give the group a display that helps them build their ‘mind map’
Short Interval Review
A distant target? One stage at a time
Short Interval Review
Some tips that have worked for me:In design, we have generally met weekly, via dial in, face to face monthly
Cover actions in 1-2 minutes; if they need longer, take offline
Ask the group to look forward to upcoming handovers, dependencies
Actions set on S M A R T principles
Ensure actions on the master plan are listed on the Short Interview list
Issue the record on the day
Short Interval Review
Look forward record Look back recordUnique reference number Delivered Yes (100%) or No
Single Action owner If No, reasons for non delivery, set list
S M A R T action, agree wording Notes on non delivery
Delivery target date
Notes on follow on action?
Analyse, Learn and Improve
What can the analysis tell us? ExamplesLack of Labour, Plant or Materials it may be in our hands?
Insufficient Time Planned it is in our hands
Internal Pre-requisites it is in our hands
Conflicting activities it is usually in our hands
3rd Party Pre-requisites do they need to be in the tent?
Client change do they realise impact?
Unforseen, unforseeable does client realise impact?
Weather affecting design? Really?
Analyse, Learn and Improve
Showing improvement – ‘leading indicator’
Analyse, Learn and Improve
What learning takes place? ExamplesValue Add time often a low proportion so ‘mind the gap’ first?
Optimism bias is endemic so think about ‘make ready’
And others build in multiple ‘floats’ planning as a team shows it
Cross-fertilisation solves problems use tools – 3C, Triz, mock ups
Shared actions don’t get done always one ‘owner’
People, Information & Engagement
The value of displayed information
This display was used for Inductions for incoming staff at Boston Manor
People, Information & Engagement
What is the appropriate level of investment? Boston Manor Viaduct Daily programming and review, 7d/week
M25 Bearing Schemes, developm’t Fortnightly review meetings only
M1 J39-42 M M’way, design / const Weekly review meetings only
Dartford Tunnel Safety Weekly dial in, monthly programme review
M62, M18 Pinchpoints Weekly review with programme review
A1, M4 & M6 SMP, A14 design Weekly dial in, monthly programme review
There is no definitive answer – think proportionate, appropriate, push and pull
People, Information & Engagement
More than just ‘better projects’ – culture The disciplines assist Project Managers to do their job
The disciplines assist others to perform better
Forming, Storming, Norming, Performing – Tuckman – happens faster
Usually less stressful; fewer nasty surprises, better relationships
Adds a new skill set that can be used by the group
And before you even start….
Remember this - senior support essential - court the ‘opinion formers’ - understand your clients - understand the project - consider the invite list - explain, simply, all levels
- expect some resistance
