To further maintain accountability, production planning needs to incorporate the SHOULD CAN WILL DID process. Including them in the original scheduling process will help devise a more realistic schedule from the start, and give the people actually doing the work more of a sense of ownership in the project. Production planning is the process in which all contractors, subcontractors, and others involved in construction collaborate to create a realistic schedule. When subs and laborers don’t “own” the schedule, they lack commitment to meeting it.Įffective production planning is the key to scheduling accountability.

Have no confidence that critical path items will be ready in time.

Additionally, those responsible for making sure teams meet the schedule are often not included in creating the original scheduling process, which means the schedule might be too aggressive from the start.Īs a result, they often feel that the schedule is: Unfortunately, the original schedule doesn’t always get updated with all the details as the project proceeds. Underlying this approach is a cultural attitude contained in the word, “should.” The preceding work SHOULD be done by this date, the materials SHOULD arrive on time, the work SHOULD be completed by deadline, the next scheduled job SHOULD begin on time.

In a traditional construction environment, responsibility for project scheduling often falls to a single or several individuals, tasked with outlining when each element of construction project should be complete. Lack of accountability in construction scheduling

Lack of alignment between project teamsġ.We’ve uncovered a short list of common causes that crop up time and time again, many of which can be eliminated, managed and/or predicted. To that end, we’ve talked to many contractors to help them identify the causes of their project delays. Construction companies who can conduct effective quality control can accurately predict and reliably reduce project delays, and gain considerable competitive advantage and reduce rework while improving their own profit margins. The difficulty of predicting delays contributes significant uncertainty and risk to every project. Disruption of cash flow due to project end date extensions.That’s because each seemingly minor delay causes costly construction project setbacks that ultimately create one or more of these problems: The International Journal of Project Management identifies a list of 28 (!) well-recognized causes for construction scheduling delays, which gives a sense of the sheer volume and variety of factors that must be taken into account when estimating the duration of most construction projects.Īdditionally, according to McKinsey & Company’s 2016 piece on Construction’s Digital Future, large capital projects are typically 20 months late, and 80% over the original authorized budget.

Construction schedule setbacks are a near-universal, and universally costly, experience.

Align items in construct 3