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
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.


Two Key Results for Project Planning
Field labor is the often the biggest variable on a construction project - making it the biggest risk and opportunity....

Related Training
Two Key Results for Project Planning
Field labor is the often the biggest variable on a construction project - making it the biggest risk and opportunity....

Accurate Projections - The Tale of Two Project Managers
Few things will improve operational execution for contractors faster than a rigorous project review and projection process. Projections are really just continuous planning, learning, refining and adjusting.
Two Planning Dimensions
Some of the impacts you see on a project are not as clear as a design change, conflict, or obviously changed condition. Some impacts, such as poor project sequencing or congested work areas are hard to notice if you don’t have good tracking systems.
The Truth About Leading Change
Few things are more important for a growing contractor than leadership and management being effective in how they make decisions about change, communicate those decisions, and help their teams navigate the process.