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Collaborators
Dr. Makarand Hastak, Associate Professor, Division of Construction Management, School of Civil Engineering, Purdue Univeristy.
Project Team:
David Campbell, Air Products & Chemicals
David DeBruine, Procter & Gamble, Chair
David Halvorson, 3M
John Offutt, ConocoPhillips
Tim Pike, ConocoPhillips
Brian Schmidt, Black & Veatch
Don Schreyer, Alstom Power
Roy Sensenig, Parsons E&C
Sam Scucci, Shaw Group
Clark Stuart, Black & Veatch
George Sullivan, Dow
Tom Wilbor, Rust
Funding
Construction Industry Institute (CII), Austin, Texas
http://www.construction-institute.org/
Abstract
Radical reduction is defined as a reduction of 25 percent or more in overall project cycle time when compared to the current industry standard for projects of similar size and scope. CII chartered the Radical Reduction in Project Cycle Time Project Team (PT 193) to investigate the requirements, and barriers to radical reduction in project cycle time.
The completed research confirms that radical reduction in project cycle time is achievable without sacrificing key project objectives. In fact, the additional planning and attention provided dramatic and possibly unanticipated results, including:
- Consistent schedule reduction of 40% to 50%
- Improved safety in over 85% of the cases
- Savings in cost up to 20%
- Equal or improved quality
To achieve radical reduction, four key drivers must be present:
- Compelling business need
- Owner commitment
- High performance team
- Detailed project planning and execution
As part of the research, two tools were developed to optimize the implementation of these techniques. The two resources, Project Manager’s Playbook and Project Manager’s Game Planner are available as implementation guides.
  
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