Two Key Results for Project Planning

There are two critical key results that should be focused on as part of every project planning process.

D. Brown Management Profile Picture
D. Brown Management
September 2, 2018 2 minute read
budget management change management foreman training labor productivity project management project planning schedule management
Share
  • SCHEDULE:  Completing tasks, milestones, and projects WHEN planned.  
  • PRODUCTION:  Completing tasks, milestones, and projects for the COST planned.  
Field Productivity: Plan Execution with two key results. By when and how much. Schedule and Production.

These are interrelated but are different.  You can achieve scheduled milestones by throwing resources at the problem but that is not sustainable if production budgets are continuously missed.

You will find that by focusing on the scheduling aspect first provides the stability and predictability to continuously improve each week. This is a large part of the feedback and learning process for project.

The heart of execution at both the schedule and production level starts with defining effective tasks and managing the 6 Pillars of Productivity with rigorous ABC Daily Planning.  

By reviewing scheduled feedback weekly, you'll likely find that most of the things that impact scheduling are outside of your direct control.  Each week you will learn what really matters most and how to improve your ability to influence the outcomes.   

These two key results assume basics like quality and safety are a non-negotiable part of the culture.

Labor Productivity
Field labor is the often the biggest variable on a construction project - making it the biggest risk and opportunity....
Previous Next Go To Series
Related Insights Series
Related Training
Labor Productivity
Field labor is the often the biggest variable on a construction project - making it the biggest risk and opportunity....
Previous Next Go To Series
Related Insights Series
Changes - Impacts Beyond the Direct Costs
Contractors don't typically see the full negative impact of changes and, therefore, don’t put the right level of resources into their management.
Related Article
Change Orders and Average Cost Impact to the Project (Industry Survey)
Changes are a part of the construction process with many underlying causes. While we have all heard the average of 10% changes on construction projects, it is interesting to look at an industry study for validation.
Related Article
Change Orders and Average Cost Impact to the Project (Industry Survey)
Changes are a part of the construction process with many underlying causes. While we have all heard the average of 10% changes on construction projects, it is interesting to look at an industry study for validation.
Related Article