« Project Initiating Process
Little Accountability When Productivity Is Low - Project Management Mistake # 5 »

Constructibility Analysis - Systemic

August 19, 2008 | Author: admin | Filed under: Program Management, Lessons Learned

Constructibility Analysis - Systemic (#35 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned on Constructibility Analysis (Systemic) - #6 in Organizational Foundation & Integrated Framework Processes

Program 1: Utilize formal review processes starting at the early preliminary engineering phase. Coordinate across boundaries both internal to the program and external. Along with technical assessments search for recommendations that mitigate delays, errors, omissions and claims.

Program 2: No lessons learned.

Program 3: Program wide constructibility transcends typical project constructibility reviews by considering project to project interferences, supporting infrastructure requirements and timing, interdependencies between projects and opportunities to leverage temporary facilities and select procurements on a multi-project basis.

Program 4: No lessons learned.

Program 5: Organizational design should promote seamless transition from the design to construction phase on discrete projects.

Program 6: Integrated PM team essential to manage constructibility of 3400 discrete projects in the program. Some required phasing while others required management of precedence of construction.

Program 7: No lessons learned.

Program 8: Early explicit design consideration of constructibility aspects to minimize construction costs and time (less important with design-build delivery).

Program 9: No lessons learned.

Program 10: Integrated team required to be aware of and manage interactions between various projects in program. Sensible sequencing and attention to potential interferences must be managed continually to improve productivity and maintain schedule.

Program 11: No lessons learned.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide.

Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. As head of PB’s board of directors, he was responsible for overseeing management performance, establishing top-level policies, and ensuring the firm’s continued long term success.

He is a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the board of directors of the Business Council on International Understanding, a member of the board of the Civil Engineering Forum for Innovation, and co-founder and member of the board of the Disaster Resource Network. He currently serves on the National Research Council’s committee framing the challenges on Critical Infrastructure Systems. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. He is also a member of the board of trustees of Polytechnic University of New York, and was previously selected as alumni of the year by its New York Chapter.

He has had an executive sponsorship role in the World Trade Center Transportation Hub; West Coast Rail Modernization; Train Protection and Warning System; Level 3 Communications Long Haul Network and Superconducting Super Collider.

Prieto holds a master of science in nuclear engineering from Polytechnic University of New York and a bachelor of science in nuclear engineering from New York University.

Fluor Corporation (NYSE: FLR) provides services on a global basis in the fields of engineering, procurement, construction, operations, maintenance and project management. Headquartered in Irving, Texas, Fluor is a FORTUNE 500 company with revenues of $14.1 billion in 2006. For more information, visit www.fluor.com.

Share this article:
  • StumbleUpon
  • Digg
  • del.icio.us
  • Technorati
  • Reddit
  • YahooMyWeb
  • blogmarks

Related Articles

This entry was posted on Tuesday, August 19th, 2008 and is filed under Program Management, Lessons Learned. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

No comments yet.

feel free to leave a comment

Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!

XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>

All fields marked with " * " are required.

Project Management Categories