Integrated Planning: How to enhance project performance

Right from the project’s initial meetings, Paul gathers the key stakeholders: the building’s end client, the architect, the engineers, aircraft manufacturing experts, subcontractors, as well as the PMO team in charge of project controls, human resources, and finance. Aware that success depends on seamless and transparent collaboration, Paul emphasises the importance of integrated planning, where each party has a clear view of the others’ progress and constraints. To achieve and maintain this shared understanding, careful coordination is crucial at every stage of the project.

The first step is for Paul and his project controls team to create an overall plan. The plan includes a comprehensive overview of schedule delays, costs, risks, and resources, while taking into account the design and construction phases as well as the procurement management of material, equipment, and delivery times. Aware that meeting deadlines was contingent upon meticulous resource management, Paul adopts a collaborative approach. The use of cloud-based scheduling software enabled each team to monitor the progress of tasks in real time.

Once the stakeholders are identified, Paul organises a series of collaborative workshops. Each group provides input on their needs, constraints, and expectations. The architect concentrates on optimising the design of the various industrial production workshop spaces, while the engineers focus on the technical aspects to ensure that the structure withstands the demands of continuous production and machine loads. Meanwhile, the scheduler begins to construct the schedule and define the interactions with the various stakeholders.

Paul knows that cost management is pivotal to the success of the project, given the need to adhere to a strict budget. To achieve this, he implements a cost management system integrated with the planning process, enabling each internal team to monitor expenditure in real time. This ensures that each team has access to the most up-to-date information regarding the budget allocated to each phase of the project.

To prevent budgetary deviations, Paul establishes regular touch points with his cost controller, during which they compare actual costs with forecasts. This continuous monitoring system enables the identification of any potential risk of overspend, particularly in building materials, where prices have suddenly risen. As a result of these prompt adjustments, the team is able to identify suitable alternatives without compromising the quality and while meeting their deadlines.

Managing resources is also a significant challenge. Paul is responsible for coordinating the subcontractors and their respective teams. While allocating resources to avoid overload and periods of inactivity, he sets up weekly meetings with the various departments and subcontractors, to adapt the workforce according to real-time progress. Furthermore, this organisational structure helps to identify training requirements for teams using technologies specific to the aeronautical industry, providing valuable foresight at the scheduling stage.

The construction of this industrial building involves a number of significant technical, financial, and operational risks. Aware that effective risk management would be crucial in avoiding delays and cost overruns, Paul initiates a monthly meeting schedule right from the start with a dedicated risk management team, including safety experts, engineers, and a risk manager specialising in complex projects.

A comprehensive review identifies critical issues, including potential supply chain disruptions, challenges with heavy equipment installation, and safety concerns. Mitigation plans are then devised for each risk identified. As an example, an alternative supplier is engaged to provide a contingency for any delays in delivery, and rigorous safety protocols is introduced on site. A quantitative risk analysis was incorporated into the planning process to assess the potential impact on critical activities.

A risk management report is distributed to all teams on a monthly basis, allowing them to update their activities based on identified risks. As a result of this approach, the team is able to respond rapidly to unanticipated occurrences, such as a transportation strike that could potentially cause delays in equipment delivery.

Throughout the project, Paul places great emphasis on communication and transparency. A weekly meeting is held to enable all teams to take stock, identify obstacles, and adjust the schedule if necessary. A shared digital platform enables real-time access to up-to-date information on progress, budget consumption, resource management, and risk monitoring, facilitating efficient collaboration. This global visibility enables more informed decision-making, reducing the risk of misunderstandings and delays.

The technical teams and managers collaborate closely, sharing information and adjusting their scopes of work in the schedule in accordance with the actual circumstances on the ground. For instance, when it is necessary to adjust the building foundation following unexpected discoveries, the decision to make such adjustments is made promptly thanks to smooth communication, enabling all stakeholders to contribute to a solution that was delivered on time and within budget.

Following several months of intensive work, the industrial building is delivered on time and within budget. This success can be attributed to Paul and his team’s meticulous planning, proactive risk management, effective coordination of resources and transparent cost management. Above all, the success of this project can be attributed to the ongoing collaboration between all stakeholders.

Paul concludes that success in such a complex environment hinges on integrating all project dimensions from the start, fostering open communication, and constant cooperation between all stakeholders.